CGI Group - Not for the talented, ambitious American worker who can do much better at another company. - werkgeversreview Consultant bij CGI

2,0
27 dec 2008
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Low stress; easy, non-demanding work; mostly work eight or less hours per day; little to no travel; the people who work there are mostly nice.

Minpunten

Work is not challenging, and there is little to no career advancement; management is poor, and untrained, and often seems to be hiding bad news from employees (management is overly optimistic). Also, salaries are too low, with poor raises, and benefits. There is also too many non-Americans with visas working there, which is probably why salaries are low and the benefits aren't good (the non-Americans don't even realize they are being taken advantage of, when it comes to salaries and benefits). If you are American, you are definitely in a minority, and may feel alienated, and would probably make more money and receive better benefits at another compnay. CGI has abused the H -1B visa system, and uses off shore people as much as possible.

Ontdek andere reviews over CGI

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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