coming back to a broken subculture - werkgeversreview Senior Engineer bij CGI

4,0
3 okt 2025
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

CGI has its dream "To create an environment in which we enjoy working together ...". Great values, Excellent flexibility of where you work from, a great way of balancing the needs of shareholders, partners and customers, and people are nice

Minpunten

A deeper issue is that in some divisions, raising concerns isn’t just discouraged — it feels ignored, or in the worst case punished. This creates a climate of fear where people stop surfacing problems or sharing alternative viewpoints. The result is that technical debt compounds unchecked, as early warnings are ignored and short-term fixes take priority over long-term health. Innovation slows, resilience weakens, and collaboration suffers, because people learn that silence feels safer than honesty. I wish I could surface these concerns internally, as i genuinely want to improve things. But am genuinely afraid to do so as I fear repercussions from local management. There needs to be an internal forum where partners can post anonymously to seek help.

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5,0
18 jun 2026
Anonieme werknemer
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Work life balance, growth, quality

Minpunten

Less pay compared to market

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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