Great place for new college grads. - Recensione dipendente - Consultant presso CGI

4,0
9 gen 2013
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

They recruit heavily out of colleges and have a very young talent base. Many projects are setup to take many fresh college grads each year. They do a good job of mentoring and assimilating people into the workforce. The work/life balance is good and once you've been working there a few years you often have opportunities that most people in that experience range wouldn't, such as managing others (often new college hires). From my experience annual raises were above average.

Svantaggi

You're often at their disposal in terms of assignments and work locations. In the first few years many people change projects. A con of having younger leads/managers is often people who have no idea how to effectively manage get placed in those positions. The company's structure is very flat and vague. You start as a Consultant and then don't see a title change to Sr. Consultant until the 5 year mark. This can make it hard to tell 'where you're at' career wise.

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5,0
27 mag 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good work environment Strong leadership

Svantaggi

Room for growth can be limited unless you really seek it out.

1,0
16 giu 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

no specific positives to highlight from my perspective

Svantaggi

I worked at CGI in both India and the USA and observed similar workplace culture concerns across both locations. The only real difference was HR—India HR felt more supportive, while my experience with USA HR was disappointing. My employment ended shortly after maternity leave due to an alleged “lack of projects,” which I experienced as a layoff. I also observed what appeared to be misuse of position by some leaders, including blurred professional boundaries, preferential treatment, and expectations that went beyond normal workplace roles—at times resembling personal-assistant-style demands rather than professional conduct. Surprisingly, I also noticed inconsistent “policies” applied differently to different individuals. In some cases, it felt like the rules changed depending on who you were. When leadership became aware that someone was related to another employee in the organization, it sometimes felt like that person was singled out or targeted rather than treated objectively. Overall, these practices—whether through inconsistent treatment, perceived power misuse, or favoritism—undermine trust, damage workplace culture, and raise serious concerns about fairness and professionalism.

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