Digital transformation in human resource management (HRM) extends beyond the adoption of new technologies, representing a fundamental shift in how organizations engage with employees, leverage data, and deliver value. This study employs Interpretative Phenomenological Analysis (IPA) to explore the lived experiences and sensemaking processes of nine HR professionals navigating digital transformation within organizational contexts. Drawing on in-depth interviews, it identifies key themes, including resistance to change, emotional labor associated with technology adoption, and the ongoing reconstruction of professional identity as they reconcile technological demands with human-centered values. The findings reveal that digital transformation is experienced as both disruptive and developmental, generating anxiety and uncertainty while simultaneously creating opportunities for professional growth and strategic repositioning. Importantly, these findings show that identity reconstruction does not stabilize over time but remains continuously reconfigured through successive waves of technological change. Moving beyond technology-centric perspectives, the study introduces a dynamic, recursive model of digital transformation that reconceptualizes it as an ongoing cycle of disruption, sensemaking, and identity reconstruction rather than a linear process of technological adoption. By highlighting the interpretive and identity-related dimensions of transformation, this research highlights the critical role of HR professionals as active agents shaping and enacting digital change. In doing so, the study highlights the unique dual positioning of HR professionals as both recipients and implementers of digital transformation. The study contributes to the digital HRM literature by advancing a processual and human-centered understanding of transformation and offers practical insights for organizations seeking to support HR professionals through continuous learning, emotional engagement, and inclusive change strategies.