City of Homestead

Beginning her public sector HR career in 2014, Babette Friedman has progressed rapidly through roles spanning recruitment, labor relations, benefits administration, and organizational development across multiple municipalities. Her experience includes leadership roles at Broward County, the Town of Pembroke Park, and the City of North Miami Beach, where she built foundational HR systems and led largescale workforce initiatives. Currently leading HR transformation in her hometown, Friedman focuses on modernizing processes, strengthening employee engagement, and positioning HR as a strategic driver of organizational success. She was recognized as one of the Top Government HR Leaders for her impact and leadership in the public sector.

Growing Through Complexity

My journey in HR began in 2014 in recruitment at the City of North Miami. What started as a focused role quickly expanded as the organization went through a period of transition. With retirements creating gaps across functions, I had the opportunity to immerse myself in multiple areas, including benefits, labor relations and compensation, all within a short span of time.

That period shaped how I approach HR today. Being able to step into different responsibilities early on forced me to learn quickly, adapt continuously, and understand how interconnected every aspect of HR truly is. It also accelerated my growth, moving from recruitment into administrative and managerial roles within just a few years.

Later, my move to Broward County was intentional. I wanted exposure to more complex labor relations, particularly grievances and arbitrations, which are less frequent in smaller municipalities. That experience, especially during COVID, added a critical dimension to my leadership. It taught me how to navigate conflict, support employees through uncertainty, and guide supervisors as they adjusted to entirely new ways of managing teams.

Returning Home with Purpose

Joining the City of Homestead was not just a career move but also a personal one. Having been born and raised in the community, the opportunity to return as HR Director carried a deeper sense of responsibility.

From day one, it was clear that transformation was needed. Many processes were outdated, including paper-based applications and fragmented hiring practices. Modernizing these systems became an immediate priority.

We introduced a fully digital applicant tracking system within my first month and restructured the hiring process so that HR is now involved at every stage, from application review to onboarding. This was not just about efficiency, but also about consistency, compliance, and risk reduction in a process where unstructured interviews and limited HR oversight could create serious legal and operational exposure, while also improving the experience for both candidates and hiring managers.

At the same time, we began addressing broader workforce concerns. Employees expressed a need for stronger benefits and long-term security, including a pension plan, which led to a transition to the Florida Retirement System. Using that feedback, we worked with leadership to develop solutions that directly support retention, workforce stability, and long-term employee commitment to the organization.

“HR should never feel like a place employees avoid. It should be a space where people feel heard, supported, and guided toward becoming the best version of themselves.”

Positioning HR as a Strategic Partner

One of the most important shifts we’ve made is redefining how HR operates within the organization. HR cannot be seen as a purely transactional function. It has to be embedded in strategy.

At City of Homestead, that shift has been supported by leadership alignment. HR is involved in strategic planning, budget discussions, and workforce development initiatives. We are not just implementing policies, but helping shape the direction of the organization.

Data plays a central role in this. We track metrics such as timeto-fill positions, retention rates, and employee feedback through regular surveys. That information is not collected passively. It directly informs decisions, from workforce planning to budget allocation, ensuring that employee needs, service delivery expectations, and workforce stability remain aligned with organizational goals.

Building Engagement through Visibility and Trust

Employee engagement in government roles requires intentional effort. For me, it starts with visibility and communication. HR cannot operate behind a desk. We actively engage with departments, speak with employees, and create consistent touchpoints across the organization.

Trust is at the center of that effort. There is often a perception that HR is not a safe space, but I believe the opposite should be true. Employees should feel comfortable coming to HR, whether they are navigating challenges or exploring growth opportunities, because that level of trust leads to better communication, earlier problemsolving, and stronger organizational alignment.

We reinforce that through both large and small initiatives. From quarterly celebrations and service awards to simple gestures like acknowledging personal milestones, every action is meant to show employees that they are valued, reinforcing engagement and long-term retention. In parallel, we launched our H3 initiative, which stands for Happy Healthy Homestead, focused on improving employee wellness, engagement, and overall culture, alongside plans for an on-site clinic to support employees, their dependents, and retirees.

At the same time, we are expanding how we communicate. Not all employees have access to email, so we are introducing tools like digital displays and text messaging systems to ensure information reaches everyone effectively.

Turning Feedback into Action

Listening to employees is only meaningful if it leads to change. Our survey initiatives are designed not just to gather input, but to identify patterns and translate them into actionable strategies.

For example, we are currently evaluating flexible work arrangements based on employee feedback, alongside broader initiatives like career development programs. These programs are focused on helping employees grow within the organization rather than seeking opportunities elsewhere.

We are also building structured learning and performance management systems to ensure development is continuous, measurable, and aligned with both individual and organizational goals.

The Future of HR in Government

HR in the public sector is evolving from a compliance-driven function to a strategic, employee-centered one. That evolution is being shaped by technology, data, and a greater emphasis on engagement and retention.

For us, that means embracing digital transformation, making data-informed decisions, and continuously benchmarking against best practices. It also means maintaining accountability and transparency across all levels of the organization.

Consistency is key. Employees need to know that expectations apply equally across departments and roles, and that leadership is committed to fairness and professionalism.

Advice for Emerging HR Leaders

Creating meaningful impact in government HR requires both courage and consistency. Change is not always welcomed, and progress can be slow. But that does not diminish its importance.

My advice is simple: do not be afraid to challenge the status quo. Even when something appears to be working, there is always room for improvement. Stay focused on the long-term vision, communicate clearly, and remain patient through the process.

Change may be uncomfortable, but it is necessary. And over time, when people begin to see the results, that initial resistance often turns into alignment.

At its core, HR is about people. When you lead with that understanding, supported by strategy and data, the impact extends far beyond processes, shaping the culture and future of the organization.