CGI, a Logica Company - werkgeversreview Senior Consultant bij CGI

1,0
19 mei 2014
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Share plan was quite generous, and there can be decent training options available if you pursue it with enough zeal.

Minpunten

In the Australia BU - since the Logica reverse takeover - there's been too many cons to mention. Staff treated with disdain and disrespect, no commitment to growth or to supporting Directors who could have made a difference. Running after bid responses without any planning or direction, plus having no idea how to co-ordinate staff or how to handle internal communication has created a mess. Top heavy with clueless middle and upper management who have no direction and no leadership. Company has no realistic pipeline and certainly lacks any decent sales people. The recent round of redundancies seemed to target the last remnants of the "heritage CGI" membership so that that mainly only ex-Logica staff remain. Anyone with any leadership has been drummed out - the reverse takeover is complete.

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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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