Translation with Industry Insight

 

Presenter: Matthew Heaton – Account Executive and Senior Project Manager, Elanex Translations

 

Presentation content

 

1.      Introduction

 

2.      Understanding project management

Ø             The value of project management insight

Ø             Project budgets

Ø             Project schedules

Ø             Ongoing effects of poor work practice

Ø             Basic work practices agencies value

 

3.      Building a mutually beneficial relationship

Ø             Being good to work with

Ø             When the going gets tough

Ø             Don't take it personally

Ø             Managing your schedule

Ø             Good communication during projects

l         Early notification of potential complications

l         Comments

l         You can not be an expert in everything

 

4.      Increasing new opportunities

Ø             A common denominator for success in any business

Ø             Always be professional

Ø             The 80/20 rule

Ø             Offering alternatives and declining work

Ø             Small jobs increase profile

 

5.      Summary

1. Introduction

 

A number of factors beyond producing good quality translation will help establish good relationships with agencies and translation companies. Most translators have fields that they prefer to work in, and having good working relationships with agencies increases the right opportunities at the right rates. An insight of the translation industry from the perspective of agencies and translation companies will show not only the importance of good translation, but how all aspects of the way you work and deliver your service provides real value to agencies and their clients.

 

This presentation aims to help translators to understand the work practices that are valued by agencies, and the business development skills that create opportunities.

 

2. Understanding project management

 

The value of project management insight

Most translators have never seen what is involved in the running of a translation project beyond their own task, and from a project managers point of view, it is surprisingly often that not enough importance is attached to the basic things that contribute to delivering a quality project to the client on time. Understanding how a project is run will show how things that may seem of little consequence, actually contribute greatly to the success or failure of a translation project.

 

Although many things covered seem simple enough, in the points being made, “consistently” is the objective word. The consequences of a late delivery or poor translation are not any less because it is the first or only time it has happened. Many clients are in businesses where they need to be able to count on deadlines being met 100% of the time, and can not afford to have business relationships with a translation company that may occasionally not meet a deadline. Others clients do not have the time or resources to check translation being provided by an agency, and need to be completely sure of quality with or without any checking themselves. A client like this would have no choice but to consider there is always a risk of poor quality if they discover one substandard translation, and stop using the agency.

 

Sometimes even though there is no quality issue with the translation itself, a project manager is lead to a negative appraisal of a translator for some other reason. A translation may be perfectly good, but the translator has missed an instruction, such as using a glossary, or using some reference material. At some point, all problems have to be corrected costing time and money.

 

Project budgets

Essentially project managers have three key criteria to meet in any project; quality, schedule, and budget. These three criteria are all interlinked, and it is important to understand that a problem in one area can have significant effect on others. In terms of budget, to fully comprehend how a translator’s work can make the difference between a successful project and a failed project, it is important to understand that the biggest variable in a project budget is editing. For most projects, somewhere between 50 to 60% of a budget goes to actual translation, about another 15% would go toward editing, and translation companies derive a profit over what is left after project management costs and fixed over heads.

 

Translators generally work at about 2500 words per day or 300 words per hour. Naturally this varies depending on the translator, the difficulty of the work, and how repetitious the material is. Bilingual editors should be able to work at about 1000 to 1200 words/hour. However, this speed is reduced to about 60 to 70% of what it should be if it becomes apparent there are careless errors, and about 30 to 40 % of what it should be if significant amounts of the work actually require rewriting. In terms of earning capacity per hour, bilingual editors are paid very similar rates to translators. When editing speed is reduced to 30 or 40% of what is should be, it almost the same as translation speed. In effect, the editing cost becomes almost the same as translation, and the project is run at a loss.

 

Project budget comparison – Project with excessive editing

Project management time also increases when dealing with complications such as substandard quality.

                                                                                           

Project budget comparison – Positives of consistent quality

Conscientious work by the translator can easily add 5% or more to a project margin. Editing becomes smooth, requiring a bilingual check and minor stylistic changes only. Project management time is also effectively reduced because the project does not require such close monitoring. Conversely, even slightly careless translation can easily reduce a margin by 5% or more.

 

For a project manager, the difference between good and poor assignment choice is effectively around 10% or more. Average project margins is a key criteria for evaluation of project management performance, so a translator who consistently contributes to the smooth running of a project through good time management and quality, invariably elevates themselves as the preferred choice in their field.

Project schedules

Essentially the translator can be responsible for a scheduling problem in two ways. Obviously a late delivery will cause problems, but substandard quality delivered on time can be just as detrimental to a schedule, if not worse.

 

Excessive editing time has to fit into the schedule somewhere, and that time may be longer than the extra time needed by a translator to go over the work and deliver a quality translation. Although quality work delivered on time is obviously preferable, in many cases it is probably best for a translator to contact a project manager if they feel they may need more time to deliver their best work.

 

It may be hard to imagine that even slightly substandard work can affect schedules so extensively, but the fact is, when an editing task goes beyond checking and minor amendments, editing time increases rapidly.

 

Ø       For changes to sound right in context, whole sections may have to be rethought and restructured. 

Ø       Extra background research the translator should have done is needed so the editor is not second-guessing changes

Ø       Even correct sections have to be checked with additional care

 

Even slightly substandard translation results in these tasks at varying levels, so a translation does not necessarily have to be terrible to start causing problems.

Ongoing effects of poor work practice

 

When a translator delivers a translation late, at minimum, it is an inconvenience, and without any notification, could be considered poor manners as well. For a small project the editor may have stayed at work late to complete an editing task as the last task of the day. At the last minute they find they have to wait around for a couple more hours, or come to work early the next day. It may even be the case that the scheduled editor, or even the project manager, is no longer available. The translator may be willing to stay up until 3 am to make up for poor time management, but this may not be an option for other team members who busy with other work.

 

Clearly, the worst possible outcome is that the delivery time promised to the client is no longer possible. Agencies would have to contact the client and discuss the schedule. They would be doing everything thing they can to reduce inconvenience to the client, such negotiating partial delivery of priority sections. Some situations however, do not offer the luxury of time, and the client may decide to settle for what is deliverable on the originally promised schedule. This is an uneasy situation for both the client and the agency. Both parties know that the translation may contain mistakes. Perhaps the consequences will something relatively minor such as a little embarrassment when using the materials, but it could mean the direct loss of business by the client at a monetary level the translator or agency could never hope to compensate.

 

It is important to note that the kind of projects that are on tight deadlines, are likely to be the ones where late delivery will have the greatest repercussions.

 

Basic work practices agencies value

It is essentially the most basic work practices such as delivering on time, and delivering quality, that hold the most value for agencies and project managers, yet is in surprising how often the right amount of importance is not attached to them. Good translators are not always good managers of time, and substandard translation does not always come from poor translators. Most translators make a conscious effort to deliver quality translation on time, but what is really valued by agencies is the ability to work professionally enough to do this consistently. Translators who do not attach enough importance to the basics, elevate translators who do, much more than they probably realize.

 

3. Building a mutually beneficial relationship

 

Being good to work with

It is difficult to over estimate the value of this very fundamental skill. Some translators consistently miss out on work opportunities despite perfectly good quality work, because they do not understand the importance of simply being good to work. It makes perfect sense that projects managers would assemble teams of people they enjoy working with when given the choice. Why show frustration toward people in difficult situations that can’t be helped? Why not say thank you when get a job from a client or agency?

 

When the going gets tough

Some projects are extremely high pressure for both translators and project managers, and things like odd working hours may make for less than ideal working conditions. Project managers know when they are making difficult requests and don't enjoy it. Project managers may also make mistakes under pressure causing some inconvenience to translators. At these times project managers need cooperative people who think about how they can help right a situation even if the complication was not necessarily their fault. Almost anybody can be good to work with when everything is going well, but translators who work well and maintain cooperative and pleasant attitudes in difficult situations leave a strong impression of professionalism, and elevate themselves as preferred translators.

 

Don't take it personally

Don’t take things personally. Project managers must consistently protect their company and clients from the risk of poor quality. Any project manager will have had experiences where the claims of a translator expressed through resumes, etc. are inconsistent with the quality of work actually delivered. As a translator, you may in find yourself engaged in discussions with translation companies where you feel like you are defending your ability to do a job. This is of course not flattering. However, especially when the relationship is in the early stages, a project manager must qualify you.

 

At times editors, and even clients, may question something about a translators work.  Naturally that translator is the most qualified person to explain the reasons for having translated something a certain way. Treat these questions as questions and not attacks. Although it is fair to say that some clients or agencies may not be so nice about the way they ask questions, there is still nothing to be lost from remaining professional.

 

Managing your schedule

During IJET Kobe, there were many ideas shared about time management, and there was general agreement that this was a valuable skill as part of managing personal life as a freelance translator. As well as streamlining work life and personal life, finding the method that works and applying it properly, is probably the most valuable service a translator can offer to an agency or direct client.

 

It is important to understand how busy project managers can be. Translation companies do not have the luxury of deciding when work gets done, and a number of large projects may be requested by different clients at one time. Project managers want to work with people who are going to protect their time. In most cases, project managers will be working on many projects at the same time and have many different things to be thinking about. If you consider that even a simple project effectively have three deadlines - a translation deadline, an editing deadline, and a delivery deadline - then a project manager working on just 6 or 7 small projects over the course of a week would have around 20 deadlines to meet.

 

Poor time management incessantly taxes the time of other team members. Following up on late deliveries is time consuming. Worrying about a delivery that may be late is distracting. Scheduling editors and DTP for a project are tasks that project managers only want to do once, and the time taken to reschedule only compounds the further a project has progressed. As well as the direct effect of poor time management on the schedule and other team members, additional project management time means lower project margins. At a more minor level, having to apologize on a translator’s behalf to other team members and bosses is not pleasant.

 

To reiterate good time management as one of the most valuable services you can offer translation agencies, consider the three criteria that must be met for a project to be considered a success; quality, schedule, and margin. The ability of the translator to manage time directly affects them all. When selecting a team for a project, project managers naturally want translators whose work practices contribute to a successful project. The work performance of project managers is constantly evaluated based on their ability to meet expected quality, schedules, and margins.

 

Nobody knows a translators schedule and work environment better than that translator. Project managers want to assign a task and know the translator will be completely professional in carrying it out. When working freelance, having a work environment prepared for complications, should be part of every translator’s business plan.

 

Good communication during projects

 

- Early notification of potential complications

Project managers are aware of the various complications that may occur in projects. There might be a section of text that requires a lot of searching for personal pronouns, and the schedule was already tight from the start. A team member may have to deal with a family emergency. In some cases, reassignment of the project may be the only option. This is obviously easier to do the more notice the project manager has. In other cases, the buffer the project manager has scheduled may be completely sufficient for the translator to have an extension. In this case, why have the stress of racing the clock, when one phone call would have easily resolved the situation? In both case, early notification can be the difference between a minor complication and a major problem.

 

 - Use comments and substantiate your reasoning

Comments protect the time of team members. Comments save time double handing on checking tasks, and eliminates time wasted second guessing. Comments make it easier of other team members to do their job. Part of completing a task in a team is preparing it for handover so the next person can do their work efficiently. It is frustrating when a task is taking an unnecessary amount of time, because another team member is doing the absolute minimum. Project managers look for translators whose work practices reflect an awareness that they working as part of a team.

 

Clients are not professionals in translation, and look to agencies to work with them on projects, not just sell them a service. Many clients do not know the things they need to verify themselves in a translation. Other issues may seem minor, but may actually be very important to the client. By clarifying potential issues in a translation, the translator is helping the agency deliver a professional service. Sometimes the client knows that the translation will reveal questions, and will actually lose confidence in the quality of the translation if it is delivered without any questions during the course project. When the right questions are being asked, clients feel confident that the translation is in the hands of professionals.

 

Comments also protect the translator. There are times when good translations are mistakenly appraised negatively. A number of reasons could make translation that is actually correct seem odd or poor. It may be a concept that just doesn’t lend itself to natural use of the target language. It may be some very industry specific term. Katakana words are a good example of this. Some katakana words are the accepted term in an industry, but it is necessary to remember that the client is not an expert in translation or perhaps not even knowledgeable about the target language. They may see the use of some katakana words as not doing a thorough job. Everybody in the project team has different areas of expertise, and it is quite possible something known to one member is not known to other team members, or the client.

 

 - You can not be an expert in everything

Translation companies understand that translators can not be experts in everything. There are a number of reasons why a translator may not be able to translate everything in a project with confidence, even though it is in their area of expertise. A project may go into a sub-field of the main field, or some background information may not be available. All that is required in these cases is good communication. This gives the project manager the opportunity to take action. If the translator has questions, they could refer them to another team member, or even the client if appropriate.
3. Increasing new opportunities

 

Business development and increasing new work opportunities essentially means sales. Most people reading this will not see themselves as sales people, but freelance translation carries with it many of the tasks of running a small business, and arguably, sales is the most important role in any business. There are some very simple habits that can be introduced to the way a translator carries out business interactions that will increase opportunities, without specifically devoting time to proactive sales work.

 

A common denominator for success in any business

The ability to build good relationships with people is a common denominator for success in any business. Many companies have great products at good prices, and still do not enjoy any great level of success. Successful business builders realize that companies do not buy from companies, but people buy from people. Every interaction you have, even those not directly related your translation service, is the opportunity to leave a good impression and present yourself as someone who is good to do business with. When you have good relationships with people, you become the ‘go to’ person for your field of expertise. More opportunities will inevitably come your way.

 

Always be professional

The culmination of small things creates an overall impression. Good phone and email manners, dressing smartly, showing respect for peoples’ time, are all things that count. There is a sense that better quality and service can be expected when a professional image is created. Being professional means you can be relied on. Project managers look for reliable people, or more to the point, go out of their way to avoid people who aren't.

 

The 80/20 rule

The 80/20 rule is applied to many aspects of every business. 80% of productivity often comes from 20% of resources, and conversely, it is usually less than 20% of all business relationships a company has that consumes 80% of their time. In finding opportunities it is important to identify a high maintenance situation, and assess the potential return accordingly. The unfortunate reality is that some clients have unrealistic expectations, and spending a lot of time trying to meet those expectations, may come at that cost of other business opportunities.

Offering alternatives and declining work

In a service industry, clients make decisions on who they think will work the hardest for them. Of course translators want to protect their private life, and most clients and agencies respect that people aren’t at work 24 hours a day. However, a translator does not have to be at the beckoning call of clients and agencies to show they have the client’s best interests at heart. Translators can suggest alternatives to the client, like an extended schedule, to just do part of the project, or introduce another translator they have confidence in.

 

Offering alternatives and declining work in the right way are things that show you are doing your best for the agencies, even when you are not able to actually work for them.

 

Small jobs increase profile

The opportunity to do any job is the opportunity to increase profile. It may be quite some time between meeting with a potential business contact, and for that person or company to actually require your services. Once you have done something to help a person who needs your skills or experience, whether it is a small project or even just some advice, you are no longer just a contact, but become the person who helped out when your skills or experience were needed. This leaves a much longer impression than a business card.

Summary

 

I certainly hope that those who attended the presentation or have taken the time to read this article derive value from it. All the aspects of running a business by oneself or with just a few people can be quite overwhelming, but I hope that having some industry insight will help prioritize those areas that are the most important. I am sure readers will find that it is really just the basic things that contribute the most toward enjoyable and mutually beneficial relationships with agencies, and that a good relationship with people really is a common denominator of success in any business or career.