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.
