Dreadful company - avoid! - IT Manager CGI Employee Review

1.0
Aug 12, 2018
Recommend
CEO approval
Business Outlook

Pros

- It pays a salary (albeit a low one). Decent pension scheme. - Parking available on-site. - Good experience for apprentices and graduates. - Staff canteen. - Some good colleagues (as well as the backstabbing ones).

Cons

- Bad work life balance. Meetings often start before 9am or after 5pm. - Working from home frowned on and rarely possible for managers. - Salaries for managers are well below market rates. - Little chance of any bonus and when you do get one it's paltry - 1 or 2%. - Stressful, 'hot house' atmosphere, blame culture prevalent. - Senior managers micromanage everything and make middle managers to do likewise. - Cost cutting everywhere, expenses scrutinised for every little detail. - Contract staff often in critical roles because CGI will not pay decent salaries for permanent people. - Few staff benefits: just a salary, pension and a share saving scheme that you have to pay for if you want it. - Insanely complicated internal processes. Heath Robinsonesque methods for accessing various applications and environments. - Reading office is old and not very clean. Insufficient and dirty toilets. Old, low quality desks and chairs.

Explore other reviews about CGI

5.0
May 27, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Good work environment Strong leadership

Cons

Room for growth can be limited unless you really seek it out.

1.0
Jun 16, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

no specific positives to highlight from my perspective

Cons

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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