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How do you motivate your employees to use digital contract management?

5 tips for a successful implementation

Robin Schmeisser

Created on 21. March 2023

Meeting in einem Buero
Table of contents

The digitization of business processes reveals new possibilities for collaboration and thus has an impact on the functioning of operational workflows. This also applies to the automation of contract management. The associated change process therefore plays a key role, because only if the team embraces the software and uses it efficiently will the changeover prove to be effective in the long term.

When implementing contract management software, the following tips will help you pave the way for the transformation to digital contract management.


1. Get the team excited about the benefits.

Creating motivation and acceptance is the first and most important step for a successful change process. The basis for this is always the added value that results from the use of a new contract management software for the users. If those involved recognize the benefits of digitizing contract management – especially the noticeable reduction in workload and improvement in quality – then they will also be willing to question existing processes and adopt new approaches.


2. Involve employees in the process.

If companies decide to introduce a new contract management technology, those responsible must actively drive the associated change process and involve employees in the progress made during the planning, evaluation and implementation phases, as well as in ongoing monitoring. Defining key players from the departments involved helps in this regard. Regular review meetings are a first-class tool for presenting successes, obtaining feedback and answering questions.


3. Focus on user-friendliness.

To ensure that employees embrace the change, digital contract management must meet the needs of users. A simple, intuitive and barrier-free application is advantageous in this respect. Providing your own apps also enables mobile use.

The different roles that exist in contract management result at the same time in different usage behaviors that must be represented in the software: For example, digital contract management must take into account not only key users, who require a comprehensive and well-organized desktop interface, but also less involved players. For executives in particular, quick approval and signing on a mobile device is essential. For the integration of external partners, secure and simple authentication as well as targeted user guidance play a decisive role. Controlling, on the other hand, requires integrated reporting functions, ideally coupled with modern interfaces to existing reporting tools such as OData.

In addition, a product with self-service promotes the companies' own activity and flexibility. Contract management software such as Fabasoft Contracts aims to provide users with detailed information and all-round support, giving them all the tools they need to operate the solution independently and design it individually.


4. Offer different learning methods.

When managing contracts, a wide variety of departments often interact. This can lead to a heterogeneous mix of users with different levels of experience in digital and legal work. A well-thought-out onboarding of employees therefore only works with the right range of tools that support different learning types. With intuitive software, a significant part of the team will find their way around the digital environment themselves with only a little guidance. Others are grateful for more detailed training options. These include compact overviews, user guides, short tutorial videos, and in-person training. The supreme discipline is knowledge transfer through microlearning methods. By means of portioning in easily consumable learning units, a proven optimal know-how transfer succeeds.

To prepare for a collaborative training session, it is advisable for all participants to get an initial overview of the functions beforehand with the help of guidelines and tutorials. This leaves more time during the training to answer detailed questions and better address those who still need additional input.


5. Set a good example.

If those responsible themselves show commitment to using the new technology, this also increases motivation and acceptance among the rest of the participants. In addition, it helps to establish showcases of the business units that were selected in the initial rollout for other divisions in the company.



If executives decide to digitize their contract management, they must also accompany and, above all, actively manage this transformation throughout the entire project. Tangible and significant benefits create added value for all parties involved and thus also the necessary motivation. In this context, a successful change process has a long-term impact not only on the efficiency and success of the company, but also on employee satisfaction.


We would be happy to assist you in your decision-making phase as well as in the subsequent change process. For a personal appointment, please contact us by mail at

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