Nagarro reviews

The ticket size of projects has reduced significantly—most engagements I've been part of over the last 12–18 months have lasted only 6–8 weeks. The culture has also diluted as the company scaled. Many new managers and delivery leads, with 15+ years of experience from traditional IT firms, bring a working style that doesn't align with Nagarro’s core values. As a result, I’ve seen many strong contributors either leave the organization or switch projects. Additionally, the quality of engineering hires has declined. There’s a noticeable lack of ownership among many and a clear, repetitive hiring pattern that overlooks this issue.

Project allocation is handled by TAP, which is not based on skill sets. As a result, there is no learning curve for employees. Typically, no activities are carried out at the account level for employee wellness and perks, and no Scrum activities are followed. Managers are primarily there to give commands rather than address or listen to any issues. Additionally, the project duration is very short for many projects, and employees are expected to align to work without any story finalization or clear requirements. Furthermore, they may restructure salaries at any point based on their convenience. Hikes are very minimal, and increments are often delayed.