Millennials, Don't Do It. - Corporate Associate CGI Employee Review

2.0
Sep 1, 2020
Recommend
CEO approval
Business Outlook

Pros

Staff are friendly, professional, and courteous. The headquarter offices are spacious and parking is ample.

Cons

I do not recommend working here if you are a millennial, in your 20's or 30's. Particularly in the marketing, communication, and PR field, you will not grow your skillset and you will not be given any tools or opportunities to grow your career. Management has a stronghold on mid- to senior- level positions and upward mobility is virtually nonexistent. Managers are often promoted to Directors while lower-level employees are not given opportunities for promotions. Everything is outsourced to India and the Philippines. If there's something you would like to do, chances are someone in another country is doing it for less. Pay raises are 1-3% so don't come in underpaid. You will not be compensated or given a raise regardless of your contributions, work level, education, etc. Bonuses at the corporate level are almost not worth mentioning. There is no work life balance. 55+ hour weeks were the norm. Unrealistic time management expectations i.e., 8 and 9 pm email requests. Montreal, Canada HQ is king while the US is the red headed step child. Telework policy fluctuates to align with industry trends. Management is lenient on some and strict on others. Health insurance consists of a high deductible plan with regular out-of-pocket increases each year, all of which fall on the employee. Benefits are lackluster and days off are far and few in between.

Explore other reviews about CGI

5.0
Jun 18, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

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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