Good for new college grads, bad for everyone else - Consultant CGI Employee Review

1.0
11 Feb 2015
Recommend
CEO approval
Business outlook

Pros

If you're a new college grad working here will put a big name on your resume early. That will help you get a better job with a company that actually knows how to produce software later. I would suggest looking for something else around three years.

Cons

The people in charge of project management have no idea what proper requirements or specs are. Too much control over system design is given to favorite golden boys who know nothing about good software engineering practices. For instances classes with a dozen layers of interfaces, interfaces to interfaces to interfaces. Agile development cycle used as an excuse to throw meaningless "specs" with no detail at developers. Then it's on the developers to figure it out while the BAs get hammered at happy hour social events. CGI also hires people into development management positions that have absolutely no experience writing code. Pay is at least 10k less than industry standards. Health insurance is a bad joke. Don't expect any truth from management on the state of the company or promises that they're changing things to make them better.

Explore other reviews about CGI

5.0
27 Apr 2026
Recommend
CEO approval
Business outlook

Pros

Great leadership Understanding of work/life balance

Cons

Don't really have any cons for this company

1.0
16 Jun 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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