The current status of British policy and practice related to work-life balance was examined through case studies of six organizations identified as having well-developed work-life balance and flexible working practices. Interviews were conducted with human resource (HR) managers at all six organizations, and interviews and focus group discussions were conducted with line managers and employees at four of the organizations. Short self-completion questionnaires were administered to all participants. Of the 88 questionnaires completed, approximately two-thirds came from 1 organization. Many employees reported clearly benefiting from the flexible policies/practices offered by their organization. HR managers also generally believed that such policies/practices yielded tangible business benefits, including improved employee morale, greater employee commitment and performance, and reduced casual absence and turnover. Employers reported that, although they had made significant efforts to introduce flexible working practices, take-up among their staff had thus far been relatively low. The following factors were identified as preventing greater take-up of flexible working policies: perceived negative impact on career prospects; incompatible organizational cultures; lack of knowledge of available options; and negative impact on earnings. The study documented a need for greater support and guidance to help employees and line managers take advantage of available flexible work practices and handle unexpected problems. (Contains 25 references.) (MN)