Great people & culture - don't stay too long - Data Architect CGI Employee Review

4.0
Jan 20, 2016
Recommend
CEO approval
Business Outlook

Pros

1. Co-workers and work environment are great. 2. Initial compensation is very competitive. 3. Depending on the project, the work can be very flexible for employees 4. Rewards self starters. You will do well in this company if you don't rely on the company to help you, but instead, help yourself.

Cons

1. No training - sink or swim. (which may lend to why the people are so great ... everyone is very quick and adaptable i.e. you are surrounded by swimmers) 2. Difficult to climb the corporate ladder ... as really, there is none that is well defined. On one project you may be a manager and on the next you may be a tech. 3. You are a contractor and your job security is always suspect 4. Salary increases are primarily inflation adjustments with excellent performance reviews and overall excellent company revenue performance ... without either of these, it will likely still be an inflation adjustment. You need to fight for raises, don't expect people to recognize and reward you accordingly. 5. The benefits are getting worse all of the time

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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