Campaigning in Public Sector Banks

BLOG 28/2025 DATED 09TH NOVEMBER 2025

In an organisation often top management drives growth through various campaigns by the field operatives. We have observed this in the case of Public Sector Banks where in addition to giving targets to field, management also devise various campaigns to deliver the results. Technically, campaigns are expected to generate a momentum in the field operatives and focussed work on specific days. A few employees who perform well on the days of campaign are also rewarded and motivated through various ways. Campaigns are also expected to ideally create an atmosphere of togetherness and team building amongst the employees.

However, there is a flip side of campaigning too. It may not necessarily result in enhanced performance, if it is carried out in unprofessional and unsystematic manner.  It is observed that sometimes campaigns actually do not result in actual growth due to the following reasons:

• Multiple campaigns at the same time.
• Lack of coordination among the departments at controlling offices and field functionaries.
• Wrong reporting due to performance pressure.
• Unrealistic targets.
• 365 days campaigns.

Multi-tasking is an unavoidable methodology that the modern corporate world has adopted. However, the very purpose of a campaign fails if we ask to carry 2-3 campaigns in a single day. By doing so the team working at field is left confused and exhausted and many a times without any result. You cannot enjoy both Diwali and Dashahara together, it has to be on different days to extract the best out of the events. Corporate campaigns also should not cross each other and there should be One campaign at a time. Further, to solve the above 5 hurdles, the controlling offices must apply campaigns in a more organised and systematic manner. We can also adopt the following method to actually make campaigns more focussed and result oriented.

Quarterly Campaign Calander:

A Campaign calendar must be devised on a quarterly basis and field functionaries should be informed about campaign dates well in advance. The calendar should also bifurcate the dates between Corporate and other controlling officer. For example

Days of the Weak	Campaign owner	Remarks
Mondays	Verticals of Head Office	Any one vertical to conduct the campaign on a Monday. Every Monday should be allocated to different verticals who desire to run a campaign.
Tuesdays	Circle/Zonal offices	Optional for circle to observe a campaign of their choice as per their business requirements. Different circles can observe different campaigns or even no campaign.
Wednesday	Regional offices	Optional for regions to observe a campaign of their choice as per their business requirements.
Thursday, Friday, Saturday	Branch days	It is upto branch to devise their strategy to drive business.

Making a calendar as above will remove ambiguity and confusion from the field and the entire team will be working in a much systematic way. It will also provide branches 2-3 days in a weak when they are not asked to do a specific job rather, they are devising their own strategy. This will also help in developing leadership at field level as head of branches will have time to exercise their own methods to get things done.

Campaign Committee at Controlling offices:

This committee shall decide about the allocation of days to different verticals/department at head office and circle offices. Regional Offices may not require such committee. The campaign committee will also be responsible for coordination between different units of Head Office and also with other units. Further it will also oversee that the results obtained from the campaigns are realistic and there is no wrong reporting.

Campaign targets:

Campaign targets must be in synch with the quarterly and yearly targets already stipulated. We may give a bit higher targets in campaign but it should have a relation with the annual/quarterly targets. Different branches can have different campaign targets instead of common targets. For example, for a particular campaign, Head Office or Circle office decides to bridge at least 25% of the target gap, in that case targets for campaign may be allocated as under:

Branch	Quarterly target	Achievement	Gap from the target	Campaign target for the day (25% + 5% buffer)
A	100	70	30	9.00
B	150	100	50	15.00
C	120	125	-5	0
D	80	20	60	18.00
TOTAL	450	315	135	42

Here Branch C has already achieved the target, they should receive a special letter appreciating their efforts and giving an option to communicate their self-declared target if they want to participate in the campaign. It should be totally optional and must not be enforced. Both charts are illustrative and only for explanation purpose.

Campaign module:

All campaign data and performance should be taken from a self-system driven module where as far as possible no human intervention need be there. It will ensure objectivity and avoid any type of wrong reporting.

One can always term these suggestions as sillypoints, but must try to make the PSBs grand campaigning culture a really effective one.

LET PEOPLE NOT BE FORCED TO CELEBRATE. LET THEM CELEBRATE.

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