In Human Resource Development (HRD), the term “transformation” is frequently invoked to describe profound personal change, yet it often lacks a precise and actionable definition. This absence of conceptual clarity risks reducing transformation into an ambiguous ideal rather than a rigorous, researchable construct. To address this gap, this article examines how transformation has been defined and applied, critically reviews its theoretical underpinnings, and identifies limitations in current usage. Drawing from intersecting frameworks, transformative learning (TL), posttraumatic growth (PTG), and Jungian individuation, the analysis integrates their strengths while addressing conceptual shortcomings. The article proposes an actionable, theoretically grounded definition of individual transformation that captures the nature, process, and outcomes of deep, irreversible personal change in ways that advance both scholarly understanding and HRD practice.
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