Onboarding training is a fundamental step in the process of assimilating new employees into the organizational culture. This chapter explores the strategic onboarding of new staff members through a fictitious case study in a public healthcare network, highlighting challenges, diagnostics, and interventions grounded in current scientific literature. The scenario analyzed reveals common weaknesses, such as limiting institutional actions to superficial welcoming, a lack of structured follow-up, and insufficient mentoring and feedback, which undermine the adaptation, satisfaction, and retention of newly hired professionals. Based on the organizational assessment, both opportunities for improvement and strengths in the process were identified. The identified weaknesses will be addressed through intervention proposals structured according to Bauer’s “Four Cs” model: Compliance, Clarification, Culture, and Connection. The proposals include the assignment of mentors, regular feedback cycles, modernization of onboarding materials, active socialization, and continuous monitoring of newcomers’ experiences, aiming to strengthen these essential pillars for effective integration and professional success. Finally, the chapter highlights significant gaps in the onboarding literature, particularly in specific sectoral contexts and with remote teams. Further research is recommended on customized practices and long-term outcome evaluation.