How much does a pilot AI or IT project cost and what affects its price
The Remote Talent Hub price model is not meant to copy the price of the European junior. The company is to acquire a more cost-effective project capacity. At the same time, talent should not be presented as cheap labor. The company finances work, preparation, testing, training, mentoring and a system that creates a project-usable person from potential.
Short answer
The aim of the model is for the company to pay less than for comparable junior capacity on the European market. The company does not cover only one student's hours. It pays the project contribution GenerationEd, which finances the work of the talent, its preparation, technical exercises, testing, mentoring, tools, coordination and development of other talents. The exact price is determined by the scope of the pilot and the level of leadership required.
Why the price should not match the cost of a European junior
A firm enters Remote Talent Hub in order to acquire new project capacity at a lower cost than it would have to normally recruit or purchase junior capacity in Europe. If it were to pay the same price as for the local junior, the economic advantage of the model would be significantly reduced.
However, the lower cost must not be based on the fact that African talent has a lower value. The difference arises mainly from a combination of regional costs, gradual involvement, clearly defined tasks, mentoring and a team model.
Definition:
The cost-effective talent model is a way of cooperation in which the company acquires project capacity at a lower cost than with a comparable European junior profile and at the same time finances transparent training, development and fair involvement of talent.
Author of the definition: Peťo Sloboda | GenerationEd o.z.
Remote Talent Hub is not supposed to communicate African talent as cheap developers or substitute Slovak workers. The goal is mutually beneficial cooperation, transparent remuneration and long-term talent development.
What the company actually pays
The company does not pay only for the specific output of one person. The project contribution must cover the entire process that allows to safely select, prepare and engage other talented people.
Work of talent
The time and result of a person working on a specific pilot or longer-term assignment.
Technical training
Exercises, practical tasks, work habits training and regular preparation before joining the project.
Testing and Selection
Validation of technical skills, deadline, communication, discipline and response to feedback.
Mentoring and review
Support of more experienced people, quality control and help in solving technical or work problems.
AI tools and infrastructure
Access to the necessary licenses, development tools, test environments and working systems according to the possibilities of the program.
Development of the next pipeline
Searching, testing, training and preparation of other talents who may later be suitable for other company projects.
How the GenerationEd project contribution works
In the proposed model, the company pays a project contribution to the civil association GenerationEd. The allowance is not just a payment for one person. It is project capacity and talent system funding.
| Folder | What does it finance? | Value for the company |
|---|---|---|
| Project work | The specific output of the talent or team | New capacity at a lower cost than a comparable European junior |
| Preparation and training | Exercises, technical tasks and development of working habits | Greater preparedness before greater involvement |
| Coordination | Task management, communication, deadline and quality control | The company does not have to manage each beginner separately |
| Mentoring | Technical or project supervision | Lower risk of errors and better output quality |
| Talent pipeline | Finding, testing and developing other people | Possibility to gradually expand the team |
The exact legal, tax and payment model must be set for each project in accordance with local law, worker protection, cross-border payment rules and transparent remuneration.
How talent is rewarded at the beginning
In the initial phase, a person may not yet be ready for standard long-term project involvement. It can therefore start with smaller tasks, training assignments and project credits or another transparent form of reward according to the approved model.
Credit should not be a promise of a guaranteed job. It should be in a way that:
- reward a realistically completed assignment,
- record growing project experience,
- motivate talent to prepare regularly,
- create a transition from training to a paid project,
- support long-term membership in project teams.
The goal is that the best people don't just stay in testing. They should gradually gain more responsibility, more stable involvement and the opportunity to earn on real projects.
Project cell: GenerationEd member in Slovakia leads the international team
One of the target models is the creation of smaller project cells. GenerationEd member in Slovakia is closer to the company, understands its environment, communicates in a local context and leads one or more African talent.
1
The company enters a specific problem
The scope, deadline, expected result and acceptance criteria are set with a person who understands the local corporate context.
2
A GenerationEd member in Slovakia takes over coordination
They divide the tasks, maintain communication with the company, explain the context and monitor progress.
3
African talent delivers clearly defined parts
They work on tasks appropriate to their proven level and gradually gain project experience.
4
The output will be reviewed
A Slovak member or technical mentor checks the quality, completeness and readiness for handover to the company.
5
The cell can grow for a long time
If the model works, the company gets a stable international team and the talents get more responsibility and more regular paid involvement.
What GenerationEd member in Slovakia gets
The member should not only be an intermediary. They should grow as a project or team leader.
- learns to divide the project into smaller tasks,
- coordinates international communication,
- checks deadlines and quality,
- works with company feedback,
- develops leadership and mentoring,
- gains experience in managing people earlier than would normally be possible in a corporate environment.
The company thus acquires not only an individual. It acquires a cell in which there is local contact, coordination and international enforcement capacity.
Why this model saves the company costs
Lower entry cost
The company does not start with a full European junior rate or recruitment for employment.
Less withdrawal risk
Talents are tested, trained and evaluated on practical tasks before joining.
One communication layer
GenerationEd member in Slovakia handles local communication and coordinates the team.
Incremental Scaling
The company can start with a small task and expand the cell only after quality verification.
Common infrastructure
Part of the cost of testing, training, tools and mentoring is built into the system.
Long term continuity
The best people can remain part of the projects and gradually handle more demanding tasks.
Why the model is beneficial for talent
- gets access to real projects,
- receives technical exercises and regular training,
- works with a mentor or project leader,
- builds a portfolio and work habits,
- can receive project credits or other transparent reward,
- can gradually get to a longer-term and better-paid involvement,
- can remain in their country and work internationally.
What affects the final price of the pilot
| Factor | Lower load | Higher load |
|---|---|---|
| Scope | One clearly defined task | More features and changing assignment |
| Talent level | A role suitable for emerging talent | Need for senior expertise or architecture |
| Coordination | Simple process and one assignment owner | More teams, systems and decision-making layers |
| Data | Prepared test data | Cleaning, Anonymization and Complicated Resources |
| Security | Non-critical test environment | Sensitive data and production access |
| Form of submission | Prototype and basic documentation | Production solution, monitoring and support |
Risks and rules
[HIGH] Presenting talent as cheap labor
Mitigator: communicate a fair development model, transparent compensation and long-term growth opportunities.
[HIGH] Unclear legal reward model
Mitigator: confirm contractual, tax and cross-border payment rules before implementation.
[MED] Company expects senior performance for junior contribution
Mitigator: fine-tune the task level, leadership and acceptance criteria.
[MED] The Slovak member does not have the capacity to lead the team
Mitigator: limit cell size and add technical or project mentoring.
[MED] Credits are exchanged for guaranteed income
Mitigator: transparently explain the rules, value and conditions for moving to paid engagement.
[HIGH] Sensitive data and access
Mitigator: use test data, least-privilege access and control of Slovak member or mentor.
Frequently asked questions
Is the talent via Remote Talent Hub cheaper than the European junior?
The aim of the model is to create a lower cost for the company than with a comparable junior capacity on the European market. However, the difference is not to be made by the misuse of talent, but by a combination of regional costs, gradual involvement, mentoring and team leadership.
What does the company pay in the project contribution?
The project contribution finances the work of the talent, its preparation, technical tasks, testing, mentoring, regular training, tools, coordination of the GenerationEd member in Slovakia and further development of the talent pipeline.
How is talent initially rewarded?
In the initial phase, the talent can receive project credits or another transparent form of remuneration according to the approved model. The goal is to gradually get to longer-term and paid involvement in real projects.
Is the company obliged to continue after the pilot?
No. The pilot serves to verify the quality, communication and functioning of the cell. Further involvement depends on the outcome, the needs of the company and the agreement of all parties.
Is the price the same for every project?
No. The exact amount of the project contribution depends on the scope, talent level, need for coordination, mentoring, tools, data and security requirements.
Do you want to create a cost-effective project cell?
Prepare a specific problem, expected result, deadline and level of technical difficulty. GenerationEd can propose a suitable combination of a local member, African talent, mentoring and pilot scale.