Capgemini

Some projects offered valuable learning opportunities, and I worked with a few supportive, skilled colleagues. The chance to contribute to large-scale government platforms was rewarding at times.

One-way communication from management created frustration and confusion. There was little to no flexibility in aligning personal goals with company expectations. Pay was consistently poor and rarely adjusted, even after promotions.

The bench experience was demoralizing. I was moved off a long-term project through no fault of my own and then treated as though I had done something wrong. Micromanagement increased rather than support. Overall, it often felt like people were treated more like resources than human beings.

Stop treating employees like numbers. Empower your people with trust, flexibility, and real support — not just the language of agility without the practice.

If you want motivated and committed teams, start by respecting and recognizing them meaningfully.