I was present at Morneau Shepell for a little more than a year. During this time I was able to work on one major feature and many hundreds of bugs that could have easily been prevented by good engineering practice.
The releases were generally done on a monthly basis but where not executed in any kind of true agile process.
Teams were unclear, and management was distant.
A great amount of information about business process was allocated to several prominent employees whose time was so valuable that it was difficult to get work done or otherwise be productive.
There was a lunch-room but virtually no culture to speak of. Close-knit workers would tend to stick together and form small groups but outside of a Holiday party and a movie day there seemed to be very little bonding.
No career path or performance reviews were done, no opportunity for learning or advancements were obvious.
Retention seemed to be low.
Benefits needed to be opted into in order to be received but it seemed that there was little to no access to HR to explain such things.
I believe it is a different world for contractors, but from the perspective of a permanent employee, that is what I experienced.
No mentorship, no career path