Avis sur Capgemini

This review applies specifically to the DCX (Salesforce/Adobe) department. Other departments may operate differently. - They lie. Constantly. About projects, promotions, career paths, staffing decisions, expectations, working conditions, and internal processes. Verbal commitments, assurances, and promises from management are meaningless. If something important is not in writing, assume it may never happen. - Burnout is not a risk in DCX, it is part of the culture. Excessive workloads and pressure are normalized, and people burning out is treated as an unfortunate but acceptable outcome. - Additionally when returning from long term sick leave, there is no meaningful reintegration process, no adaptation period, and little apparent concern for the long-term health consequences. They expect 100% of you from your first day back. - Returning from sick leave (of any kind) can immediately place your motivation and commitment under scrutiny. I personally experienced being told I was not 'motivated enough' and had 'abandoned the team'. - You can also be fired the day after returning from sick leave for any generic reason. - Uncompensated overtime is treated as an expectation rather than an exception. - Frequent mandatory on-site events outside normal working hours. These are often presented as important meetings, presentations, or departmental activities rather than social events, yet they regularly run until 20:00–21:00 and do not count as working time. Don't expect food either. - The department's "person of trust" did not inspire confidence. Information shared in confidence was later repeated, gossiped about, complained about, or turned into jokes behind employees' backs. DCX is heavily Flemish-dominated. This goes beyond culture and affects opportunities. People are passed over for projects, promotions and advancement opportunities despite Dutch not being required for the role or project. - Refusing excessive commuting requirements can negatively affect how you are perceived. Travelling three hours each way to a client several days per week was treated as a reasonable expectation despite having young children. Refusing to do so gets you fired. - Racial discrimination: for example, Belgian government projects where white Flemish-born consultants were repeatedly selected (not by the client, by DCX and Capgemini), while non-white Flemish-born consultants and other employees were directed elsewhere. This was not an isolated incident. - Neurodiverse discrimination: DCX leadership demonstrated a poor understanding and handling of neurodiversity, disability, and chronic health conditions. Employees with ADHD, autism spectrum conditions, hypersensitivity, or similar conditions could be labelled as lazy, difficult, or problematic, including in their end of year reviews. - Performance management often appeared detached from actual performance. It was entirely possible to receive excellent feedback from colleagues, clients, and project stakeholders with no identified improvement areas, only to receive a negative evaluation later. Capgemini Belgium more broadly: - Employees are resources or numbers to be used and allocated. They are not considered human. - Promotions often come with relatively small salary increases (e.g. 30 euro) compared to the additional expectations and responsibilities. - Bench management is often chaotic and unstructured. There is no path for personal development, or help or advice on what can make employees more marketable for a new project. - Employees on the bench are frequently treated like lazy children, as though their lack of assignment is their own fault. The atmosphere can feel less like professional development and more like a competition to avoid being the next person to be fired. Leadership is eager to fire employees on the bench to replace them with much cheaper, inexperienced, juniors. - English may be the official working language, but many meetings, conversations, decisions, and informal information-sharing happen exclusively in Dutch. French-speaking Belgians and English speaking employees can equally end up feeling like foreigners in their own company and may find themselves excluded from discussions, lunches, social events, and important information. - I witnessed situations where employees who raised serious concerns, including allegations of sexual misconduct, appeared to suffer professional consequences rather than receive support. In one circumstance, a person who raised an allegation was fired within a week, with no consequences to the perpetrator. - I also witnessed an employee that was fired within a month of returning from sick leave from fighting stage 4 cancer, for not being 100% each day. - Employee Resource Groups are about marketing Capgemini to look good, however, in reality they received minimal budgets, minimal support, and were seen as a joke internally. - Low morale is visible. It is common to see colleagues visibly distressed, overwhelmed, or in tears at work.