BY TASEKHAYA DLAMINI
Temaswati’s career has evolved around one consistent passion: people development. In this edition of Career Chat, Temaswati reflects on her career journey, workplace culture, the future of work, the skills professionals need to remain relevant and the legacy she hopes to leave behind.
Tasekhaya: You describe yourself as a “Thoughtful People Developer.” What does that title mean to you, and how has it shaped the way you lead, mentor, and develop people?
Temaswati: For me, being a “Thoughtful People Developer” means seeing people beyond their job titles. Every person brings different experiences, strengths, fears and aspirations into the workplace. I believe development isn’t just about teaching someone a new skill; it’s about creating an environment where they feel confident enough to grow.
Whether I’m coordinating training, engaging colleagues on discussions on growth or simply having a conversation, I try to listen before I speak. I’ve learned that people don’t always need someone with all the answers, they need someone who genuinely believes in their potential. I have been exposed to amazing coaching and mentoring platforms that have instilled this.
I’m still growing as a professional myself, so I don’t see leadership as standing in front of people. I see it as walking alongside them, helping remove barriers and celebrating their progress. That’s the kind of leader I hope to continue becoming.
Tasekhaya: Your career began in psychology and has evolved into Human Resources and Learning and Development. Was this always the career you envisioned, or did your purpose unfold as your journey progressed?
Temaswati: If you had asked me years ago exactly where I’d end up, I probably wouldn’t have said Learning and Development. I knew I was passionate about understanding people because of psychology, but my purpose became clearer with every role I took on.
Each opportunity, from the type of research I was involved in and administration to Human Resource operations and now Learning and Development, it showed me a different side of how people and organisations grow together. I wanted to be part of that equation.
Looking back, I don’t think my career followed a straight line. It unfolded exactly as it needed to. Every experience taught me something valuable, and together they’ve shaped the professional I am today.
Tasekhaya: From your professional journey, which role challenged you the most, and what lessons from that experience still influence your leadership today?
Temaswati: Every role challenged me differently, but transitioning into Human Resources was probably the biggest learning curve because it required balancing organisational objectives with empathy for people. It taught me that difficult conversations are part of the job, but they don’t have to come at the expense of kindness or respect.
The biggest lesson I’ve carried forward is that credibility is built through consistency. Yes, some days are better than others, some roadblocks may come our way, but consistency to me is always showing up for yourself and your goals. People may not remember every process you’ve managed, but they remember how you treated them, especially during challenging moments.
Tasekhaya: As the Learning and Development Coordinator at Logico Unlimited, what are some of the biggest skills gaps you see in Eswatini’s workforce, and how can organisations better prepare employees for the future of work?
Temaswati: From my own observations, one of the biggest opportunities is strengthening soft skills alongside technical skills. Communication, adaptability, problem-solving and continuous learning are becoming just as valuable as job-specific expertise. Technology is also changing the way we work, so digital literacy is becoming essential across almost every industry.
I believe organisations can prepare employees by creating learning cultures rather than treating training as a once-off event. When learning becomes part of everyday work, employees become more confident, adaptable and better prepared for future challenges.
Tasekhaya: In your experience, what makes a learning programme truly impactful and capable of driving lasting behavioural change?
Temaswati: Effective learning starts with understanding the actual business need rather than simply delivering training because it’s scheduled. People learn best when training is practical, relevant and immediately applicable to their work. They also need support after the training through coaching, feedback and opportunities to practise new skills.
For me, the true measure of successful learning isn’t how many certificates were issued, it’s whether people leave feeling more confident, perform differently and create measurable improvements in their work.
Tasekhaya: Having spent over four years at Mondelēz International, what best practices or lessons from working in a multinational organisation do you believe local businesses in Eswatini should adopt to strengthen their people and workplace culture?
Temaswati: One lesson that stayed with me is the importance of investing in people consistently rather than only when challenges arise. Mentoring, coaching and succession planning is the corner stone of investing in your people. I also appreciated the emphasis on structured processes, continuous learning and maintaining clear standards while still encouraging collaboration across different teams.
I believe local organisations can benefit from creating cultures where learning is continuous, feedback is constructive and employees understand how their individual contributions support the organisation’s bigger goals.
Tasekhaya: Employee engagement and well-being have become key priorities for organisations. From your experience, what are companies still getting wrong, and what practical steps can they take to build healthier, more engaged workplaces?
Temaswati: I think many organisations genuinely care about employee well-being, but sometimes they focus more on programmes than on everyday experiences. Employees feel engaged when they feel heard, respected, trusted and included. Those experiences are shaped by daily interactions with leaders and colleagues.
Simple practices like regular check-ins, recognising good work, encouraging open communication and creating psychological safety often have a greater long-term impact than occasional wellness initiatives.
Tasekhaya: With artificial intelligence, automation, and rapidly changing workplace demands, how do you see Learning and Development evolving over the next five years, and what skills should professionals begin developing today?
Temaswati: Artificial intelligence will change how we learn, but I don’t believe it will replace human learning. Instead, it will help make learning more personalised, accessible and efficient. As professionals, we should become comfortable working alongside technology while continuing to strengthen the skills that machines cannot easily replace.
Curiosity, emotional intelligence, critical thinking, ethical decision-making, communication and adaptability will become even more valuable in the years ahead. The people who keep learning will be the ones who continue growing.
Tasekhaya: Looking back on your journey, what advice would you give to young Psychology and Human Resource graduates who aspire to build impactful careers?
Temaswati: Don’t underestimate small beginnings. Every role teaches you something, even if it isn’t your dream position. Stay curious and seek guidance in your career growth. Your qualifications may open the first door, but your attitude, consistency and willingness to grow are what will sustain your career. Most importantly, don’t compare your journey to someone else’s. Careers aren’t races. Focus on becoming a little better every day, and trust that your opportunities will come.
Tasekhaya: When people reflect on your career in years to come, what legacy do you hope to leave behind for the Human Resources profession, the organisations you’ve served, and the people whose careers you’ve helped shape?
Temaswati: I hope people remember me as someone who had a gift for People Development. I want my legacy to be measured not only by the programmes I coordinated or the projects I completed, but by the confidence people gained because someone believed in them.
If someone says, “I became a better professional because Temaswati took the time to encourage, guide or challenge me,” I would consider that one of my greatest achievements. At the heart of everything I do is a simple belief: when we invest in people with sincerity and purpose, everyone grows, including ourselves.
0 Comments