Senior Consultant - Senior Consultant bei CGI: Mitarbeiterbewertung

1,0
5. März 2014
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CEO-Befürwortung
Geschäftsprognose

Pros

Great coworkers. Free soda / vending machines. Flexible (for a time) on the ability to work from home.

Kontras

- Poor planning and adherence to SDLC best practices. I was on a very high profile project, with intense demands, yet no true project plan or standardized procedures were ever followed, despite being CMMI level 4. - Extremely convoluted management structure. I received direction from approximately 15 different managers at different levels, often receiving conflicting orders. There was a reorganization of the project 4 times, each time making things more chaotic. - Lack of communication from management and between teams. The project was very siloed, resulting in teams often coming to different conclusions or creating duplicative work. As the project began to tank, management kept employees less and less informed. - Poor scope management. Consistently agreed to client requests, without properly analyzing the affect on time and schedule. - Extremely long hours. Consistently worked 60-80 hour weeks. There was a prison-like atmosphere near the end of the project, where management refused to let employees leave, and held teams in conference rooms for strict, 11 hour shifts while taking attendance.

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5,0
11. Mai 2026
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Great Benefits Great Pay, Flexibility, Great Culture

Kontras

Back to in office, Share price not doing great

1,0
16. Juni 2026
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

no specific positives to highlight from my perspective

Kontras

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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