No Belonging just exist to create profit: Bring Body, Connect with RJ45, make $$$ for CGI, get some crumbs$ - Recensione dipendente - Software Engineer presso CGI

2,0
9 ago 2014
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Hey they send a $30 gift if a child is born

Svantaggi

I did work for one consultant organisation before CGI. But CGI is more stingier. Hey Btw, even though they make money from english clients/countries, you can feel the underlying discrimination against those who do not know french fluently (in Montreal). Keep in mind the founders put in more "french requirement on employees" than the Quebec language police. - They won't know what you are working on for the client. - They won't bother about you/training/salary etc as long as you make money for them. They didn't hire me straight and train. A bank wanted someone to work for cheap, so they connected me for the interview call, and the rest is you work for the bank, whereas CGI does not invest in your career growth. You are the remote resource for the bank/client. CGI had a sentence "We will fund for your training, however if you quit within 2 years after getting the certification, you have to reimburse" - I never took the training, cause I'm not sure I would want to stay. I think the whole industry is moving in the direction of "I want pre-trained people that I don't want to care for, I'll pay pittance and overwork them".

Esplora altre recensioni su CGI

5,0
18 giu 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Work life balance, growth, quality

Svantaggi

Less pay compared to market

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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