Take a ride to build cv, look for better pay elsewhere - werkgeversreview Anonieme werknemer bij CGI

2,0
15 jun 2010
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Dynamic, new projects, new clients, opportunities are there, move to certain level may happen, all frameworks to facilitate life of employee are in place, common sense in decision making by management as a sign of growing Business Unit, so personal growth in direct relation to the manager, benefits are in place, money for training there

Minpunten

no salary increase in last 2 yrs, this is available only with the promotion, many deserve raise, not so many can get promoted and it is more difficult to justify the latter; There is usually one promotion e.g. Analyst to Snr Analyst for most; Benefits could be better; very low salaries compared to elsewhere, weird work relations in smaller locations with people extremely touchy going directly to HR; overtime over 40hr as work for free and expected when client needs it. Happiness for staying employed should suffice. Planning not too smooth as for bench e.g. hitting bench even though a week earlier there was a demand for your skills for a next project; take vacation when it suits cgi even if it does not make any sense and use for you

Ontdek andere reviews over CGI

5,0
20 apr 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Culture and work/life balance are what has kept me here

Minpunten

Benefits, salary could be better

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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