In the beginning, teleworking was understandably reserved for major corporations, given that specific technical systems needed to be installed, requiring considerable financial investment. It was therefore initially reserved for a select number of top managers. Later, teleworking expanded and became widely accessible: while our main service providers (freelance translators) had already been working from their home offices for many years, I realised one day that a number of project managers for one of our major clients were also regularly working from home. Intrigued, I consulted one of the managers at this company, who told me that this practice was becoming more prevalent there and that they even encouraged it as a means of facilitating certain situations and promoting employee loyalty.
So when one of our English translators from the UK/US team asked a few years ago about the possibility of part-time teleworking, in order to reduce his commuting commitments (seeing as he lives 80 km from our offices), I didn’t hesitate for a second.
… (Julien Demarty)