RSS Adapts to Engage India’s Gen Z: A New Era of Youth Involvement
As the Rashtriya Swayamsevak Sangh (RSS) celebrates its centennial year, it is making significant strides to connect with India’s Generation Z. This initiative is not merely a superficial update; it represents a strategic evolution aimed at securing the future leadership of the organization. In urban centers like Pune, the RSS is reshaping its traditional framework to resonate with the values and interests of younger generations.
A New Generation of Leaders
In Pune’s Model Colony, 18-year-old Soham Joshi exemplifies this new wave of youth engagement. A computer engineering student, Soham is the head of the Damodar shakha, a position he assumed at just 15 years old. His family has a long-standing association with the RSS, making him the third generation to take on this role. Under his leadership, the shakha has attracted a steady membership of 20 to 25 teenagers, although he notes that the registered number is significantly higher.
Soham describes the shakha as a refuge from the pressures of modern life, emphasizing that its focus has expanded beyond physical training. Evening discussions now delve into pressing topics such as politics, social issues, and the implications of artificial intelligence. “Games, poetry, songs, and debates form the core of our gatherings,” he explains. To foster camaraderie, he organizes various social events, including tiffin parties and walkathons. This blend of physical activity and intellectual engagement is crucial for maintaining the shakha’s relevance in an era filled with numerous leisure options.
The Structure of Shakhas
The RSS operates three types of daily shakhas: Sayam Shakhas for teenagers and young adults, and Prabhat shakhas primarily for older members. According to Sunil Ambekar, the RSS’s publicity chief, the organization has expanded dramatically since its inception in Nagpur, where it started with just 17 members. Today, there are over 83,000 daily shakhas and an additional 32,000 weekly meetings across the country.
A Shift in Membership Demographics
Soumitra Mandke, a 24-year-old postgraduate in Sanskrit, leads the Bal vibhag at the Vivekanand Sayam Shakha in Bibwewadi, Pune. He has observed a notable increase in first-generation members-children whose families have no prior ties to the RSS. Many parents, concerned about their children’s excessive screen time, are encouraging them to participate in shakhas for physical activity and discipline.
The RSS has also structured its outreach to Gen Z more effectively, introducing inter-shakha competitions such as chess tournaments and athletic events. These competitions, which number around 200 annually, serve as a significant draw for young participants, according to Mandke.
Retention Strategies and Community Support
The RSS is not just focused on recruitment; it is also investing in retention strategies. Young shakha leaders like Mandke and Soham make it a point to meet with individuals considering dropping out to understand their concerns. While they respect parental objections, they actively work to retain members. If a young person decides to leave, a team of seniors, particularly those with shared interests, will reach out to encourage them to return.
The RSS network also functions as a robust support system. For instance, if a member relocates, efforts are made to connect them with a nearby shakha. This culture of immediate support was highlighted recently when IT engineer Shreeram Ratnaparkhi experienced the sudden loss of his father. A group of young RSS workers rallied around him, demonstrating the organization’s commitment to its members during personal crises.
Historical Context and Future Implications
The RSS was founded in 1925 with the aim of promoting Hindu nationalism and cultural unity. Over the decades, it has evolved from a small group into one of the largest volunteer organizations in the world. Its ability to adapt to changing societal norms has been a key factor in its longevity. The current focus on engaging Gen Z is a continuation of this adaptive strategy, recognizing that the future of the organization depends on its ability to resonate with younger generations.
Conclusion
As the RSS navigates its centennial year, its efforts to engage with India’s Gen Z reflect a broader trend of organizations adapting to the changing landscape of youth culture. By blending traditional values with contemporary issues and interests, the RSS is not only securing its future but also fostering a sense of community and support among its young members. This strategic shift may well determine the organization’s relevance in the years to come, as it seeks to cultivate the next generation of leaders and volunteers.
