While many freelance journalists describe themselves as freelance or independent, their status is not. Freelance journalism is indeed a form of salaried compensation, giving rise to social contributions and taking place within the framework of an employment contract. Working conditions must accordingly comply with labor law. For a freelancer, a good editor-in-chief is someone who knows their obligations toward them and with whom the relationship runs smoothly. But there's often a gap between theory and practice. What challenges do freelance journalists face? What common phrases are they used to hearing? A few tips for employers on nurturing the working relationship.
That's the law, a freelancer is an employee
It's labor law that says so (the Cressard Act, Section L. 7112-1 of the French Labor Code): all journalistic work is carried out under the terms of an employment contract, whether or not a contract is signed. A freelance journalist or "stringer" is a full-fledged employee. Their compensation is variable, but they always receive a salary (and therefore a payslip), calculated on the basis of an announced gross rate (flat fee, per page, per photo, etc.) which necessarily means "all-inclusive": that is to say, to which are added paid leave, as well as a 13th month bonus and seniority pay if applicable.
Also find out about the applicable standard minimum rates, noting that online media do not yet have them, but they are currently being negotiated in 2024 between representatives of journalists' unions and the Spiil (Independent Online News Press Union). Failing that, refer to the minimum rates for similar forms of press.
A freelancer cannot be paid in copyright or invoice rights
While many freelancers call themselves
After a certain regularity, one can even speak of a "presumed permanent contract", even without a signed contract. In the absence of a contract, it is therefore illegal to issue end-of-contract certificates. In the same way, if the employer wishes to end a regular working relationship, they must dismiss the freelance journalist.
« I'm not really sure about the pricing »
It is important to provide clear information to the freelance journalist you entrust with an assignment. Rates must be announced before work begins, and should not include paid leave, 13th month bonus and seniority where applicable, which will be added to the gross amount. Also make sure your rates comply with the applicable minimum rates in force!
As for payment deadlines, the Social Security Code is clear: every employee must be paid for the month worked, so as soon as you receive the
« Don't hesitate to follow up with me! »
Respond to inquiries: Freelancers often struggle to get answers to their story pitches, requests for clarification by email, etc. This is largely due to lack of time and poor organization in the news organizations being contacted. Yet no response means no work. And pestering your editors wears you down in the long run, especially when, in the meantime, stories become outdated. The ideal is to find a way to handle incoming proposals; if you know you won't have time to consider the request, don't hesitate to send an email reply indicating that the request cannot be processed at the moment. Moreover, saying "we're not interested" is better than leaving people hanging!
Establish procedures: Similarly, when a freelancer sends you their article, you should validate it within a short timeframe. It's also advisable not to wait until the last moment to give them your feedback: it puts them in an uncomfortable rush, and on your end, it can negatively impact your publication schedule. Keep in mind that a freelancer has multiple employers and won't necessarily be available when you are — least of all at the last minute, needless to say. You must avoid making unreasonable requests in order to build a respectful relationship and make everyone's work easier. Also remember to inform your regular freelancers of your vacation dates, and ask them for theirs, so you can both plan accordingly.
"It's too late, the editorial meeting already happened"
Explain how your editorial workflow operates to your regular freelancers (scheduling dates, deadline dates, editorial meeting day, organizational chart, etc.). Freelancers will be better able to assist you when they understand your organization. Also tell them when you're most easily reachable during the week.
« I don't have anything to order from you right now, but don't worry, I haven't forgotten about you »
In any newsroom, there are periods that are busier or slower than others. While that's a reality, the key is still to ensure that freelance contributors can organize themselves accordingly. Each month without work means a month without income, and a freelance contributor needs to work year-round. Labor law applies to freelance contributors just as it does to their colleagues with permanent positions in the newsroom. In the context of an ongoing collaboration, it is not legal to reduce or eliminate their assignments without compensation. Permanently ending a collaboration must result in a dismissal (with valid grounds, meeting, notice period, severance pay). In cases of economic hardship or health crisis, freelance contributors have just as much right as others to partial unemployment benefits.
« Great idea, we have someone who knows the subject well! »
It may seem obvious, but it's worth stating: don't hand over an idea provided by a freelancer to another staff member just because they already have contacts or expertise in that area. Also alert the freelancer when a member of the editorial team is covering a story in their geographic area or field of expertise. And why not sometimes assign a story to both of them together? It's a great way to get to know each other better and share your skills!
« That's not what we agreed on »
When you commission an article, confirm in writing the work to be done (via email or a "work order") and its framework: the angle, the deadline (date for V1, date of final publication) and the rate (gross, excluding paid leave, 13th month and seniority). This helps avoid misunderstandings on both sides! It's better to spend five minutes clarifying things in writing than to let the journalist work in uncertainty; this also avoids having to spend a lot of time revising an article that isn't what you expected. In this regard, it's essential to provide constructive feedback to guide the journalist and help them understand what doesn't work.
"That's not far, 125 km!"
Are you commissioning a story that involves expenses? Transportation, hotel nights, meals? Plan for expense reimbursement and inform your freelancers of the rates and caps, or direct them to the person who can handle it. For regular freelancers, also plan for reimbursement of phone expenses, as well as partial coverage of equipment (camera, video camera, etc.).
"Can you take a photo of me? "
If you ask a freelancer to take photos, budget for this additional work. Also be aware that the profession is full of professional photographers: photojournalists need press-related income (in salary, that is) to continue holding their press credentials. The occasional great photos will help promote your publication!
"We changed our minds… "
"Any work commissioned or accepted by a press title's publisher is remunerated, even if it is not published" (Article L7113-2 of the French Labor Code). In plain terms: even if you are forced to cut the article due to lack of space, or if breaking news has superseded another story, the freelancer must be paid according to the volume established in the commission. And if their article doesn't meet requirements because it didn't follow the angle or instructions set out in the commission? You can ask them to rework it—within reason, specifying a maximum number of hours to spend on it—but they are still owed payment. If the commission is cancelled during the investigation, the freelancer should be partially remunerated, taking into account the work they've done. Would your salary be reduced if part of your work ended up not being used?
"Are you following the thing and telling me ? "
When an employee 'on staff' spends time on professional development, they do it during work hours and are paid for it. The same logic should apply with your freelancers: if you explicitly expect them to conduct research to feed a section, a project or documentation, make sure to pay them for this work, even if it doesn't result in a publication.
Similarly, if you ask them to see a show, a film, or if you accept their suggestion to do so for the purposes of a review, pay them even if the show turns out to be disappointing and results in no publication.
« Want to set up a meeting? »
Needs, desires, relationship quality, areas for improvement, training to pursue… Don't hesitate to schedule check-in points on your collaboration — this is what we strongly encourage you to do, whether you're working with an employee, an apprentice, an intern, or a freelancer (regular or occasional meetings, depending on roles, employment status, and your availability). One idea you can implement: bring all your freelancers together from time to time for collective exchange sessions. You can otherwise decide to invite them when you organize internal training: this helps motivate, build better relationships, work more effectively, and it's also an opportunity to inform them about their rights and benefits in your company — since, let's remember, they are employees. By the way, have you thought about formalizing these rights and all the administrative contacts in a welcome booklet?
« You understand, we need change »
Involve freelancers in internal transformation: Are you experiencing turn-over in your newsroom? New department heads arriving with their pools of freelancers? Team and organizational renewal is a reality in many newsrooms. You can involve your freelancers in these changes, particularly through small training sessions. As multi-employers, they have just as much capacity to adapt as staff journalists — they can regularly shift between different assignments, for example. Journalists may thus have acquired many skills developed elsewhere. Their relationship with the news organization also allows them to bring a valuable outside perspective to these kinds of moments.
Supporting the freelancer: If for a valid reason (budget, section discontinued…) you cannot maintain a stable level of collaboration with a regular freelancer, contact the human resources department so that another collaboration opportunity can be offered to them to offset their loss of income — this is a right afforded to them, since they are on an implicit employment contract. As a last resort, plan a termination. But quietly sidelining a freelancer is not an option.
Ending a collaboration: In all cases, it is preferable to end a collaboration clearly by notifying the freelancer promptly (who will be able to quickly seek new employers) and by following proper procedures (preliminary meeting, compensation, notice period), rather than letting the collaboration fade away under disastrous conditions that could jeopardize the freelancer's well-being, your organization's reputation, and disrupt your operations.
To go further:
- Freelancers' rights: To help media outlets comply, the Paye ta pige site lists the rates practiced by media outlets and payment terms, while providing resources to do it correctly.
- To understand everything about freelancer status and rights, consult the freelancer's guide produced jointly by unions and Profession pigiste as part of the General Assembly on training for young journalists.
- Independent, entrepreneur, business leader: the key to a media venture is to know how to build the right team around you. In our book Creating a Media, we share numerous tips and tools to help you succeed.
- How can you manage projects effectively within your newsroom? That's the central question we attempt to answer in this guide.
- Establish procedures, monitor projects and employees, listen carefully… Learn all about our management practices.
- Management, transformation, scaling, audience engagement, editorial and economic innovations: in the second season of our podcast Chemins, we host six media founders and leaders sharing strategies and best practices for sustainable growth.
