Perfect if you know you want to work in a consulting company. - IT Consultant CGI Employee Review

4.0
Jul 8, 2008
Recommend
CEO approval
Business Outlook

Pros

Great place to start working in if you plan to work for a consulting company. The company is one of the biggest in north america so you'll get all the advantages of a company of this size like health plans, fitness club for free, etc. Working is also great. The large majority of people at CGI are very competent and motivated persons. As you will work on many projects in your carreer you will deal with many different technology, collegues. It is very pleasant to "change job" every 6 months. It forces you to keep up to date technologicaly and does not let you fall in routine.

Cons

Those are the downside of working in a consulting company. The biggest drawback is that between projects you can stay as long as 3 months without been re-affected on a new project. It is a good moment to learn about new technologies but that is pretty hard for ego since you may feel "unnecessary" for a couple of weeks. Of course you are still paid in the meanwhile ! The other issue is that you often change projects, so it is harder to develop social relations with your collegues, as teams change all the time, but nothing is impossible !

Explore other reviews about CGI

5.0
Apr 27, 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
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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