worst company - Recensione dipendente - Senior Consultant presso CGI

1,0
8 feb 2025
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

There is nothing to be said about the advantages.

Svantaggi

• Director Qualification: • A person with only four years of experience is promoted to director, with unclear criteria on how this decision is made. • Ineffective Management: • Directors appear to act merely as middle managers rather than providing effective leadership, despite employees directly interacting with clients. • Leave Policy Issues: • Employees must use their vacation days even when leave is approved or provided as a company holiday, which is seen as unreasonable. • Hiring and Firing Practices: • The company hires and fires employees arbitrarily, without clear, consistent reasons. • Buddy System Problems: • A policy requires senior employees to report to junior resources after three years, which is counterintuitive and hampers effective mentoring. • Salary Increment Concerns: • There is no formal salary hike or percentage-based salary increment system, negatively affecting employee motivation. • Overall Management and HR Issues: • These points collectively indicate poor management and HR practices that need to be addressed.

Esplora altre recensioni su CGI

5,0
1 lug 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

work life balance was great

Svantaggi

Little ability to move up in career

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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