Doesn't have Appetite (or Doesn't want) to Support the Employees in Difficult Time - Recensione dipendente - Director presso CGI

3,0
21 lug 2020
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Large Organization, Smooth Joining Process, Initial buddy programs etc, bench strength from offshore to support projects, Pay Grade - as per the market standard Share purchase plan from Director level and above

Svantaggi

Lack of governance - all business units work in silos, process maturity level very low, no business units are connected, every thing works in isolation, centralized governance process either faintly exists or non exist, if faintly exists not being enforced Non Aggressive Business Model – Sales/Pre-sales team are not so aggressive to win new businesses and that is being reflected in many geography. Few area doesn’t have dedicated pre-sales guys or filled up with incompetent resources. Competitors are doing far better. Hire-Fire model - Management didn't understand - they fired experienced people who are getting a job easily, but CGI will spend a lot in future to train the new hire again Zero appetite to stand with the employees during COVID; at-least in this geography

Esplora altre recensioni su CGI

5,0
20 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

A great environment of people

Svantaggi

No major cons while employed

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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