In the contemporary work place, the aspect of work life balance has become the most imperative component of staff retention in professional circles that operate within the confines of innovation. This study, through a review of different research papers in different sectors researches the relationship between WLB and retention, which is a complex topic. The findings provide evidence of positive outcomes of the WLB programs to decrease employee turnover and improve organizational performance. Workplace flexibility models like working online and hybrid have been revealed to extremely improve job satisfaction and the rate of retention. Also, desirable organizational culture and managerial assurance play a pivotal role in enhancing WLB and encouraging employee loyalty. Job satisfaction and engagement are identified as key mediators between WLB and retention, with WLB practices enhancing these factors and subsequently decreasing turnover intentions. An industry-specific knowledge suggests the importance of addressing the treated issues by the approach to WLB strategies to industry-specific problems, e.g., the focus on workforce engagement and appreciation in the high-tech business. Another emphasis of the study is the necessity to consider intergenerational differences because of the difference between the way work–life balance influences the retention of several employees, according to their age patterns. Its practical implications on organizations are that the organizations should allow flexible working regimes, foster a supportive work environment, provide training and development, and address industry-specific challenges. Focusing on WLB programs and developing a culture aimed at employee well-being enables an organization to reduce turnover over time and foster innovation in their fields.