Assessment Process
How Many Employees Should Participate?
The recommended number of participants depends primarily on company size. The following table provides guidance for achieving reliable overall maturity insights across organisations of different scales:
Company Size
20-80 employees, 15-25 participants
80-250 employees, 25-40 participants
250-1000 employees, 40-70 participants
1000+ employees, 60-120 participants
For a meaningful department-level analysis, at least 5 participants per department are needed.
Assessment Process
✓ Phase 1 – Complete Assessment: The employees in your organisation complete the 55-item online assessment covering all four dimensions (12-15 minutes). All responses are confidential, encrypted, and stored securely in accordance with GDPR requirements.
◉ Phase 2 – Receive Analysis: Within four weeks, receive a maturity report including dimension scores, maturity level classification (Initial to Optimised), and recommendations.
↗ Phase 3 – Implement Improvements: Use targeted recommendations and STS Recovery Factor analysis to develop your improvement roadmap.
↻ Phase 4 – Track Progress: Reassess after 6-12 months to measure progress and refine strategy.
Research Ethics & Data Protection
Ethics Approval: This research project has been reviewed and approved by the Research Institute at Whitecliffe University of Applied Sciences. All procedures comply with institutional guidelines for research involving organisational data.
Data Protection: This research complies with the EU’s General Data Protection Regulation (GDPR). Key data protection measures include:
- The data controller is the Whitecliffe University of Applied Sciences, represented by the Principal Investigator.
- The legal basis for processing is your explicit informed consent (Art. 6(1)(a) GDPR).
- All identifiable data is stored on secure Microsoft 365 servers within the European Economic Area (EEA), further safeguarded by Standard Contractual Clauses (SCCs) under Art. 46 GDPR.
- Identifiable data will be retained for 3 years from the assessment date, after which it will be permanently deleted or fully anonymised.
- Fully anonymised data may be retained indefinitely for ongoing research and benchmarking.
The Four Dimensions of FWA Capability
Each dimension encompasses multiple factors that collectively define organisational maturity. Click each dimension to explore its components.
Technical Dimension
Overview: Technology infrastructure, digital tools, and technical support systems that enable flexible work arrangements. This dimension addresses the hardware, software, connectivity, and IT support capabilities required for effective technology-mediated work.
Factors assessed:
- Technology Infrastructure: Quality and reliability of hardware, software, and network connectivity
- Digital Tools & Platforms: Availability and functionality of collaboration tools, communication platforms, and productivity software
- Technical Support: Responsiveness and effectiveness of IT support services
Organisational Dimension
Overview: Policies, procedures, governance structures, and organisational frameworks that guide flexible work implementation. This dimension encompasses formal rules, decision-making processes, coordination mechanisms, and management practices.
Factors assessed:
- FWA Policies & Guidelines: Clarity, comprehensiveness, and accessibility of flexible work policies
- Management Support: Leadership commitment and managerial behaviours supporting flexible work
- Performance Management: Output-based evaluation systems adapted for flexible work
- Communication Protocols: Formal guidelines for digital communication and collaboration
Personnel Dimension
Overview: Skills, training, individual capabilities, and employee development programmes that support effective flexible work. This dimension focuses on individual competencies, digital literacy, autonomy, and continuous learning opportunities.
Factors assessed:
- Digital Competencies: Employee proficiency with digital tools and platforms
- Self-Management Skills: Ability to organise work, manage time, and maintain productivity independently
- Training & Development: Availability and quality of flexible work training programmes
- Autonomy & Empowerment: Degree of decision-making authority and job control
Environmental Dimension
Overview: Physical workspaces, organisational culture, social support systems, and external stakeholder relationships. This dimension addresses both physical infrastructure (home offices, co-working spaces) and social-cultural aspects (norms, relationships, support networks).
Aspects assessed:
- Physical Workspace: Quality and ergonomics of home office setups and alternative workspaces
- Social Support Networks: Peer support, team cohesion, and social connectedness
- Family-Work Interface: Support for managing family and work boundaries
- Stakeholder Relationships: Communication and coordination with clients and external partners
Scientific Foundation
The FWA-STS Maturity Model has been developed following the procedural framework by Becker et al. (2009), a widely-cited method for maturity model design. This systematic approach ensures scientific rigour across all development phases: problem definition, conceptual design, item development, validation, and empirical testing
Theoretical Foundation
The model is grounded in Socio-Technical Systems Theory, a well-established framework recognising that organisational effectiveness requires joint optimisation of social (people, processes, culture) and technical (technology, infrastructure) subsystems. This theoretical lens ensures the model addresses the full complexity of flexible work arrangements rather than offering isolated technical solutions.
The model development began with a systematic literature review following the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) workflow, analysing 37 peer-reviewed papers to identify the socio-technical conditions surrounding technology-related stress in flexible work environments.
Key References
Becker, J., Knackstedt, R., & Pöppelbuß, J. (2009). Developing maturity models for IT management. Business & Information Systems Engineering, 1(3), 213-222. https://doi.org/10.1007/s12599-009-0044-5
Trist, E. L., & Bamforth, K. W. (1951). Some social and psychological consequences of the longwall method of coal-getting. Human Relations, 4(1), 3-38. https://doi.org/10.1177/001872675100400101
Statistical Validation
The model has undergone rigorous validation through comprehensive statistical testing using Partial Least Squares Structural Equation Modelling (PLS-SEM) with formative measurement specifications. The validation process included two phases:
- Phase 1 – Pilot Study: Initial instrument testing confirmed item quality, appropriate completion times, and attention check pass rates. Preliminary criterion validity analysis demonstrated strong relationships with expected organisational outcomes.
- Phase 2 – Main Validation Study: The results of the comprehensive PLS-SEM analysis demonstrated strong convergent validity, nomological validity, and theoretically sound indicator weights across all dimensions.
STS Recovery Factor Analysis
Beyond traditional maturity scoring, the model incorporates STS Recovery Factor analysis – a network-based approach identifying which dimensions have highest influence and dependency within the socio-technical system. Dimensions with high influence and dependency indicate system centrality, meaning deficiencies in these areas reduce the organisation’s capacity to recover from disruptions.
FWA-STS
Research Ethics and Approval: Research Institute at Whitecliffe University of Applied Sciences
Data Protection: Compliant with EU-GDPR policies
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