The HR World speaks to industry leaders about their careers and life – what advice would they pass on and what wisdom brought them to where they are now.
In today's rapidly changing business landscape, Shelly Dickinson, Head of People at Dreams believes a People-First Strategy is vital for creating a workplace where colleagues feel valued, empowered and motivated.
11 December 2024
Story by
Shelly Dickinson, Head of People, Dreams
Shelly Dickinson, Head of People at Dreams shares her insights into how a People-First approach is central to the company, drawing on her extensive experience, a steadfast commitment to inclusivity, and her learnings from leadership and talent development roles at Tesco and McColl’s.
From retail to HR: A passion for people
My journey to becoming the Head of People at Dreams was not a traditional one. From earning a degree in Law and Criminology to working in retail during university, my career naturally evolved towards Human Resources – a field where I discovered my passion for driving positive change in the workplace. Considering how much time we all spend at work, creating an inspiring and engaging environment is essential. When colleagues feel empowered to bring their best selves to work, it not only benefits them but also enhances the overall customer experience – something that is particularly impactful in customer-facing roles like many of our colleagues at Dreams hold. This connection between colleague wellbeing and customer satisfaction lies at the heart of what we do.
So, what does this mean in practice? Since I joined Dreams nearly two years ago, one of my main objectives has been to develop and implement its People-First Strategy. Our People-First Strategy is really simple. It has four pillars Develop, Include, Attract, and Recognise which support Dreams’ ambition to be a ‘great place to work’ and enables colleagues to bring their best selves to work. These pillars are designed to ensure our workplace is not just functional but exceptional — a place where colleagues can grow, thrive, and contribute meaningfully to the company’s mission. All our initiatives and plans ensure that our workforce plays an important role in the success of the business. We have come a great distance, but our future success can only be driven forward by one of our most important assets, our colleagues, fondly referred to as our team of “Dreamers”.
This approach aligns with our ambition to be “the employer everyone dreams of,” emphasising both internal talent development and the onboarding of new talent. At Dreams, we believe empowering teams with trust and autonomy fosters a high-performing, engaging environment. Recognising and nurturing talent, coupled with mentorship, not only builds strong teams but also drives innovation and business growth.
Linking People-First to business expertise
The People-First Strategy links to Dreams’ broader focus on quality and expertise. For instance, significant effort has been put towards enhancing the retail team’s capabilities and skillset, particularly through training initiatives tailored to the customer journey. This collaboration between the Learning & Development team and the Retail team demonstrates how investing in people directly impacts the customer experience, setting Dreams apart in a competitive market.
Achievements, challenges, and future goals
Reflecting on nearly two years in the role, several moments stand out for me. From innovative initiatives that help to break down stigmas – such as male leaders wearing period simulators to spark discussions about women’s health – to advancements in Learning & Development and colleague experience, our focus has consistently been on fostering well-being and inclusivity at every level.
One of the biggest achievements has been the introduction of People Business Partners.
These People Business Partners support as change agents and strategic partners for different areas of the business, building capability to deliver the wider business strategy.
They support operational excellence, and provide coaching. These roles have been a real enabler for us as they’re truly at the heart of our operation. They have been pivotal in delivering strategic plans while keeping the colleagues engaged and supported. However, balancing ambition with feasibility remains a constant challenge. With this in mind, prioritising and pacing initiatives is key to sustainable progress.
Preparing people teams for the future
When considering broader priorities for people teams, regardless of sector, workforce planning for the future is paramount. The rapid rise of AI and automation underscores the need for equipping colleagues with the skills to thrive in evolving roles. Preparing a learning and development framework that anticipates future business needs two or three years in advance will be crucial. Additionally, effective change management is essential. Leaders must be adept at guiding their teams through these transitions, maintaining morale and productivity.
The role of technology in HR
Technology is also reshaping the HR landscape, with tools like Generative AI offering new opportunities for innovation. Insights from a recent HR event I attended in Malta highlighted the potential of AI. Generative AI really is the true test of a growth mindset. This is change at a rapid pace and so much is evolving, the skills of the workforce for the future, leadership, business models and consumer and colleague behaviours. AI won’t replace us but will make us more productive. Jobs may change but skill mastery will still be needed. To leverage this effectively, businesses must focus on education, experimentation, and enablement, aligning technology with strategic objectives and fostering an AI-ready culture. We must be led by the strategy, not the tool.
Addressing industry challenges
I’ve written about changes that can be made within a business but looking externally to what the industry and government can do to improve working environments for the retail industry as a whole, there is one urgent priority. That urgent priority is to address the alarming rise in violence and abuse against retail staff. Our retail colleagues across the industry constantly go above and beyond and with the British Retail Consortium (BRC) reporting over 400 incidents a day, violence and abuse against retail staff is at a record high. At some point there will need to be a significant governmental intervention to protect staff with the introduction of a new offence. The current measure may help on reporting, supporting victims and communication but I don’t think it goes far enough.
Conclusion
Implementing a People-First Strategy has never been more important in today’s complex working world. It should be seen as more than a business initiative; it’s an ethos that places colleagues at the heart of business success. By investing in people, embracing inclusivity, and preparing for future challenges, companies can create workplaces where everyone thrives. At Dreams, this approach has proven to be a driving force behind innovation, resilience, and growth – hopefully offering inspiration for others in the industry to follow.
