Too focused on the metrics! - werkgeversreview Anonieme werknemer bij CGI

1,0
4 okt 2018
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Financial strong Promote good working values and practices Work life balance. Generally good people

Minpunten

Stuffy old school culture (suit and ties etc.) not in line with modern working or even client expectations. Standard kit provided is not in line with market expectations. No idea of modern collaborative working spaces. New digital space in London was a coffee area and a couple of sofas! Lead by Canadas global view enforcing global models and frameworks which don't align in all marketplaces. All about the numbers and very metrics driven with a drive to measure everything rather than focus on what really adds value. Don't practice what they preach! Internal systems are very poor not user centric or joined up resulting in significant admin time for employees and the business itself. Therefore, overheads bigger than they should be. Much of the data entry, which should be automated, is still very labour intensive and manual resulting significant opportunity for human error, perpetuating employee administration and overhead.

Ontdek andere reviews over CGI

5,0
20 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

A great environment of people

Minpunten

No major cons while employed

1,0
16 jun 2026
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

no specific positives to highlight from my perspective

Minpunten

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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