In today's business environment the work pressures are growing quite rapidly among the corporate employees. Work-life imbalance is a known devil in today's life. Employees are experiencing signs of burnout. Their productivity gets affected, unless and until they realize that they can lead a beautiful life without compromising their work effectiveness. To create a healthier lifestyle, organizations need to recognize their capabilities and responsibilities of their jobs for greater productivity. The role of work-life balance, therefore, cannot be undermined, as organizational efficiency is directly correlated to employee productivity. This article brings out in a simple style various strategies that organizations can adopt for improving their employees' work-life balance.

Work-life balance is about the interaction between paid work and other activities, including unpaid work in families and the community, leisure, and personal development. In today's organized sector, work-life balance assumes a critical importance as this facilitates the development of a productive work culture and minimization of tensions between work and other aspects of people's lives. There are three key components that are needed to achieve a healthy lifestyle, namely paid work, unpaid work and personal time.

Bringing a balance between all these three is the optimum one can accomplish. The ideal work-life balance varies from individual to individual with respect to changes in a period of time. One should regularly find out the responsibilities and chalk out a plan of action in meeting both the professional and the personal expectations.Work-life balance needs a systematic process. An effective system designed from the "bottom up"—that is, vision and strategic direction of the organization and to value employees contribution towards organization, regardless of their working pattern—provides the basis for smoother work-life balance. Systematic approaches to work-life balance enable employees to achieve both individual and organizational goals.

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