Whenever Michelle Baldwin, the executive director of Pillar Nonprofit Network, needed help coming up with professional development opportunities or figuring out a social media policy for her staff, she once had a place to turn.
Her organization doesn’t have a dedicated human resources manager. “As an executive director, I’m the person that holds the strategy, the public policy, I do HR,” she says. The same is true for many of the 610 different non-profits and social enterprises comprising the Network. She recalls receiving a lot of questions about staff pay, professional review documents, and how to attract younger executive directors to the non-profit world as a generation of older leaders retired.
Until 2012, Baldwin could rely on the HR Council for the Voluntary and Non-profit Sector. Formed in 2002, it studied human resources issues affecting non-profit work
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