Former AMSers - Senior Consultant CGI Employee Review

3.0
Aug 8, 2008
Recommend
CEO approval
Business Outlook

Pros

CGI Group (CGI) acquired American Management Systems, Inc. (AMS) in May 2004. For approximately 2 years, the United States division was known as CGI-AMS (as a way to continue the brand loyalty of AMS clients). Right before AMS was acquired (at the time, CGI tried to sell it to AMS employees as a "merger" - no one bought that), the morale at AMS was poor. For awhile after the acquisition, the morale among former AMS employees went down. This is pretty standard. Over the years, there has been some improvement in making the former AMS employees feel as if they belong to the company, but for the most part, people still think of themselves as "AMSers". This doesn't seem to get in the way of everyone working together to get the job done.

Cons

As with most firms, different people have different experiences. I wouldn't disuade anyone from applying to CGI.

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5.0
Jun 18, 2026
Anonymous employee
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CEO approval
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Pros

Work life balance, growth, quality

Cons

Less pay compared to market

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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