India Now - page 63

R U R A L S H O R E S
RURAL
UPDAT E
61
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FEBRUARY-MARCH 2015
of Mastek), G Srinivasan (Vice
President of Wipro Finance), V
V Ranganathan, Partner, Tax
& Regulatory Services (Ernst
& Young), C N Ram (Head of
Operations at HDFC Bank) and
Sujata Raju; with
`
10 million
as the initial capital invested by
them. Today, with 18 operational
centres, RuralShores is present
in 10 states and has a workforce
of 25,000 rural youth compris-
ing 45 per cent women.
With its rural-based model,
RuralShores has managed to
counter the endemic attrition
problem that plagues the urban-
based industry. Murali explains
the model, “Each centre has an
average of 100 seats, employing
200 staff from villages within
a 10–15 km radius.” The other
important reason is the respect
and dignity offered to the process
champions who are exposed to
an intellectually stimulating envi-
ronment. “For this reason, the
attrition is below 10 per cent per
annum (compared to 40–60 per
cent in other urban-based BPOs)
leading to higher productivity
and quality results,” says Murali.
One of the factors for choice of
location or village is the acute
unemployment and talent pool
availability. The business model
of a rural BPO is significantly dif-
ferent from urban BPOs. Rural
BPOs need to be much smaller
in size, employing not more than
100 to 200 staff, for them to be
viably established in villages that
have a population of less than
20,000 people.
RuralShores stuck to its basic
model of setting up centres in
locations that typically had a
population of less than 40,000.
It could be either a small town
or a village. Recruitment never
proved to be a problem as youth
desirous of finding work would
flock to a centre as soon as the
work on the facility started.
India Has Got Talent:
RuralShores through its innovative BPO model is bringing about
sweeping changes in the lives of rural youth. It’s success is a testimony to the talent base
residing in India’s villages.
PHOTOS COURTESY: RURALSHORES
RuralShores also got in touch
with local schools and colleges,
requesting them to identify
suitable candidates. The other
requirements guiding the choice
of location were the logistics—
Figures rounded to nearest 10/100
Clients
Employees
Centres
1
3
7
10
11
18
20
15
250
400
900
1500
2000
2500
2008
2009
2010
2011
2012
2013
2014
2008
2009
2010
2011
2012
2013
2014
2008
2009
2010
2011
2012
2013
2014
0
500
1000
1500
2000
2500
Journey so far…
1...,53,54,55,56,57,58,59,60,61,62 64,65,66,67,68
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