There are worse places to work, but also much better! - Senior Analyst-Team Lead bei CGI: Mitarbeiterbewertung

3,0
21. Juli 2008
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CEO-Befürwortung
Geschäftsprognose

Pros

It provides good exposure to IT Outsourcing. I enjoy working with people around the world. If you have a good boss and a good team, you can learn a lot and add to your expertise. I am lucky that I am allowed to work from home 2 days per week, even though it is against company policy. Training is tough to get at times, but when they do pay for training, it is top-notch. I also get to travel quite a bit, which breaks up the monotony. I've travelled to a few places in the US as well as to Montreal.

Kontras

Lousy benefits, no pension, no bonuses, and salary increases are a joke. Many times those who are promoted are men and are from Montreal. This is frustrating since most do not know what they are doing, in my opinion. There are too many layers as well; from architects to project management, to projects, to operations. The customers suffer because it takes much too much time to get the work done. There are also a lot of incompetent people in the company. Many good people have been terminated due to downsizing/reorganizations, but the incompentent ones always remain. The customers are not as happy with the service as they could be.

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

Pros

Good work environment Strong leadership

Kontras

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

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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