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Both in university translation courses and in the professional market, a distinction is made when considering the skills that make a good translator: translation as a product and translation as a service. This distinction is not merely academic; it highlights a fundamental conflict in how translation work is perceived and valued. This conflict arises because, while the final product — a well-translated document — is crucial, the process and service surrounding this product are equally important. By focusing solely on the product, we risk undervaluing the broader skills that ensure the translation meets all client needs effectively and efficiently.

Translation as a product refers to the final text as delivered to the client. This document must be accurate, consistent, and tick every box in the client’s brief. When assessing the product, the focus is often on criteria such as accuracy, flow, readability, and how faithful the translation is to the source text. House’s (1997) model of translation quality assessment is a classic in this field, but as experts would no doubt agree, translation quality is very much open to debate. To keep things simple, let’s work with the premise that a quality translation is one that meets the client’s expectations, i.e., it is “fit for purpose.”

In contrast, translation as a service encompasses the full service provided by a language professional, sometimes called “entrepreneurial” skills (Thelen, 2022), including project management, exchanges with the client, meeting deadlines, and adapting to the client’s specific requirements. This is, therefore, a broader concept that covers not only the quality of the text itself but also how the translator (or translation agency) manages the overall service. In short, those much-vaunted “soft skills” or, to use a more topical term, “interpersonal skills” (the two concepts are not completely interchangeable).

This subject has already been extensively researched. Let’s take a closer look at two classic systems or models: one that applies to academia (the European Master’s in Translation (EMT) competence framework) and the other to the professional world (ISO 17100).

The EMT model is a competence framework developed by the European Commission to standardize and improve the quality of translator training at the Master’s level in Europe. It identifies a number of essential skills that future translation professionals need, not least “service” skills such as project management, which entails managing translation projects efficiently from start to finish, including planning, executing, monitoring, and finalizing jobs while adhering to deadlines and clients’ specifications.

Communication skills are also key – communicating clearly and professionally with clients, listening to their translation needs, clarifying expectations, and providing regular project status updates. And last but not least comes quality assurance (implementing rigorous quality assurance procedures to check that translations are accurate and consistent and to deal with complaints).

ISO 17100:2015 also sets out requirements for translation services but focuses more on the translation process as a whole. For example, it stipulates the “four-eyes” independent review principle and an effective complaints handling system to address any “non-conformities.” In informal discussions, some translation professionals have even argued that in practice, how you deal with customer dissatisfaction (which is bound to crop up at some point in a long-term working relationship, whether justified or not) is ultimately more important than any quality assurance measures you might put in place. This seems quite a radical view to me, but I do share it to some extent. In fact, as I pointed out during my presentation at last year’s ATA conference in Miami, a complaint – however anxiety-provoking it may be when it lands in your inbox – is always an excellent opportunity to show your client that you’re actively listening to them (even when you know you’re in the right) and to demonstrate your professionalism.

In view of the growing prevalence of artificial intelligence in our profession, it’s not unreasonable to suggest that soft skills and a service ethos are becoming increasingly important in the translation business: more and more tasks are being fully or partially automated, reducing human input to management, checks, support, and advice.

These days, many agencies highlight the efficiency of their processes or the quality of their translations, but they rarely describe themselves as experts in service provision. In fact, the opposite trend is emerging, with human interaction being kept to a minimum to cut costs and streamline processes. The result is a growing number of automated platforms where clients can upload files to be translated and specify their requirements using drop-down menus.

This is a mistake, in my opinion. While this streamlining process is obviously useful for multinationals, given the number of parties involved, I take the view that a service ethos can still be – or once again become? – something that really makes you stand out from the crowd. Just as some people are advocating adopting a “slow” approach in a whole host of areas (slow food, slow travel, slow management, etc.), I too support a return to more quality-driven, ethical, sustainable, authentic values – at least for those clients who are open to this way of thinking. Laura Hurot has even gone so far as to put forward the concept of slow translation (which I broadly support), emphasizing the importance of adopting a service ethos and having all the qualities associated with interpersonal skills, including the ability to listen.

In today’s world, where everything is happening at a faster pace and processes are over-automated, service is becoming a rare commodity. It may be a wise move to buck this trend and embrace more authentic values once again, at least in some areas of our business.

The aim here is not to advocate a return to the typewriter, but to reconcile the best of both worlds: using technology sensibly when appropriate, while also promoting the human touch, cultivating empathy, and putting service at the heart of our interactions. In my view, this combined approach is the best way to set ourselves apart and grow. We need to understand our profession and its challenges, move with the times, and make sure we serve our clients with integrity and passion so that each and every one of them feels supported and truly valued. This is the key to our success. And to our long-term future.

Five steps to a service-oriented practice

To successfully shift towards a service-oriented approach, here are some practical steps and examples that individuals or agencies can implement, as presented at the end of the source article.

01. Enhance Communication Skills

• Regularly update clients on the progress of their projects.
• Use clear and professional language in all communications.
• Actively listen to client feedback and incorporate it where feasible.

02. Implement Robust Project Management

• Adopt project management tools like LSP Expert or Protemos.
• Ensure thorough planning and scheduling to meet client expectations without last-minute rushes.
• Maintain detailed records of client preferences and requirements to streamline future projects.

03. Offer Personalized Services

• Engage with clients to understand their specific needs and preferences.
• Provide tailored solutions rather than a one-size-fits-all approach.
• Make sure you always offer consultancy services to advise clients on best practices for their translation projects.

04. Focus on Quality Assurance

In addition to implementing the usual “four-eyes” principle for all translations, develop a systematic process for handling and resolving complaints promptly and effectively. More specifically on complaint management, you might want to take a look at the congress presentation I gave at the American Translators Association Annual Conference in Miami (October 2023): Received A Quality Complaint? Say Yes! How to address quality issues and show your value. In a nutshell:

• Prompt Response: Respond to complaints quickly to show clients their concerns are taken seriously. Acknowledge receipt of the complaint and provide an estimated timeline for resolution.
• Thorough Investigation: Conduct a detailed review of the complaint to understand its root cause. Gather all relevant information, including the original brief, translation, and client feedback.
• Transparent Communication: Keep the client informed throughout the investigation process. Explain the steps being taken to address their concerns and any interim measures implemented.
• Resolution and Follow-Up: Provide a clear explanation for what happened and a practical solution to the issue, such as revising the translation or offering a discount on future services. Follow up with the client after the resolution to ensure their satisfaction and to rebuild trust.
• Continuous Improvement: Use feedback from complaints to identify areas for improvement in processes and services. Implement changes to prevent similar issues from arising in the future, demonstrating a commitment to quality and client satisfaction.

05. Build Strong Relationships

• Foster long-term relationships with clients through consistent and reliable service.
• Show appreciation for client loyalty with personalized thank-you notes or occasional discounts.
• Conduct regular check-ins to understand how you can better serve their evolving needs.

By integrating these practical steps, translation professionals can better balance the use of technology with the indispensable human touch, ultimately enhancing the overall client experience and fostering stronger, more sustainable relationships.