TAC OFFICER TRAINING GUIDE

Teaching, Advising, and Counseling Excellence

Purpose: Provide comprehensive guidance, best practices, and actionable insights for TAC officers supporting effective training and leadership development in the US Army Officer Candidate School.

Mission: Develop adaptive, ethical, and effective leaders for the Army through comprehensive training, evaluation, and mentorship.

211th Regiment RTI-FL | Officer Candidate School

Table of Contents

Foundation
  • TAC Officer Role
  • Army Values
  • Legal Compliance
Operations
  • Evaluation & Assessment
  • Corrective Training
  • Counseling
Excellence
  • After Action Reviews
  • Team Building
  • Professional Development

Important Disclaimers

⚠️ Unofficial Content

This content is completely unofficial and based on personal observations and experience.

It does not represent the official views, policies, or positions of the US Army unless explicitly referencing established doctrine or regulations.

Always consult current Army regulations and your chain of command for official guidance.

Course Overview

  • Foundation: Core principles and mission
  • Legal: Regulatory framework
  • Evaluation: Assessment methods
  • Correction: Corrective training
  • Counseling: Development and feedback
  • Risk Management: Safety protocols
  • Leadership: Advanced skills
  • Continuous Improvement: Ongoing development
OCS Honor Code
An Officer Candidate will not lie, cheat, steal, or tolerate those who do.
Proffer No Excuses
Never volunteer excuses or explain a shortcoming unless an explanation is required. The Army demands results. More damage than good is done by proffering unsought excuses.

What is a Platoon Trainer?

"Platoon Trainers are the direct agents of the commander in the establishment and maintenance of the OCS environment. They are responsible for teaching, assessing, and counseling the officer candidates."

— PT Guide, para 1-6.d

The Four Non-Delegable PT Responsibilities

Per PT Guide 1-6.d, every Platoon Trainer owes the commander four things — and none of them can be delegated:

🎓 1. Teach, Assess, Counsel

Teach, assess, and counsel the officer candidates assigned to you. This is the primary mission of the PT, not an adjunct duty.

🔍 2. Thoroughly Evaluate

Thoroughly evaluate the leadership abilities of each candidate assigned to you. Not a sampling — each candidate, individually.

📋 3. Document & Feed Back

Document your assessments of demonstrated candidate leadership performance and provide timely feedback to each candidate.

⚠️ 4. Identify & Recommend

Identify deficient candidates and recommend appropriate disposition — relief, recycle, or resignation per Ch 11.

PT NCOs additionally (per 1-6.e) develop the OC by teaching the role of the NCO and the supportive relationship between senior NCOs and officers — throughout OCS, candidates take on duties customarily assigned to NCOs, and PT NCOs provide leadership assessments and counseling of candidates in these roles.

Where the PT Sits in the OCS Cadre Chain

OCS TASS Battalion (1-6.a)

Ultimately responsible for companies implementing training IAW the POI, CMP, and regulatory guidance. Requires the schedule to include Chain of Command Performance Counseling (CCPC) — leadership development time.

OCS Company Commander (1-6.b)

Responsible for PT staff performance and quality of instruction. Ensures each candidate meets all graduation requirements. The direct performance of these duties is often delegated, but the responsibility can never be delegated.

Senior Platoon Trainer (1-6.c)

Ensures the OCS environment is established and maintained. Ensures fair and thorough evaluations. Interfaces between PTs and support personnel to give PTs the support to accomplish their mission.

Platoon Trainer (1-6.d)

You. The direct agent of the commander in the establishment and maintenance of the OCS environment.

PT NCO (1-6.e)

Develops the OC by teaching the NCO role and the supportive relationship between senior NCOs and officers. Provides leadership assessments and counseling when OCs perform NCO-level duties.

Regulatory Foundation

OCS-Specific (own these cold)
  • PT Guide, Nov 2024 — your primary doctrinal source
  • OCS SOP, 01 Mar 2025 — duties, discipline, uniforms
  • ARNG OCS CMP, 01 Jan 2024 — POI, course management
  • ARNG OCS ISAP, 01 Jan 2024 — assessment criteria, graduation requirements
  • Phase I OC Guide (SOP Appendix G) — OC vs PT role
Army-Wide (operate within)
  • AR 600-20 — Army Command Policy (corrective training, fraternization)
  • AR 600-8-19 — Officer Professional Development
  • DA PAM 600-3 — Officer Professional Development
  • FM 6-22 — Leader Development (PT Guide cites App B for counseling)
  • AR 600-9 — Height/Weight standards
  • AR 350-1 — Training & Leader Development

TAC Officer Impact Framework

TAC Officer → three core functions, each producing developmental outcomes that converge on one product:

Teaching
  • Knowledge Transfer
  • Skill Development
  • Standards Enforcement
Advising
  • Career Guidance
  • Decision Support
  • Problem Solving
Counseling
  • Performance Feedback
  • Developmental Planning
  • Goal Setting

All outcomes → Confident Army Officers

Army Values in TAC Leadership

  • Loyalty: True faith to Constitution, Army, unit, and candidates
  • Duty: Fulfill obligations and take responsibility
  • Respect: Treat all with dignity and value diversity
  • Selfless Service: Put candidate development and mission first
  • Honor: Live up to Army Values and maintain integrity
  • Integrity: Do what's right, legally and morally
  • Personal Courage: Face adversity and stand up for what's right

Source

  • PT Guide, 15 Nov 2024 — Ch 1 Introduction; para 1-6 Responsibilities of OCS Cadre and Platoon Trainers (a–e)
  • OCS SOP, 01 Mar 2025 — Ch 3 Leadership Development and Evaluation
  • ARNG OCS CMP, 01 Jan 2024 — POI and cadre responsibilities
  • FM 6-22, Appendix B — Army Leadership (referenced by PT Guide 4-13 for counseling prep)

Platoon Trainer Qualifications

PT Guide 1-5

"All OCS personnel, whether assigned, attached or detailed must adhere to and exemplify the highest standards of appearance, bearing, demeanor, military discipline, and professionalism. They must conscientiously adhere to and enforce the standards of the OCS program."

Before you can serve as a Platoon Trainer, you must meet every requirement below.

PT Guide, 15 Nov 2024, para 1-5

Required Instructor Certifications

Instructor Courses (1-5.a.(1))

PTs and PT NCOs must be a graduate of:

  • CFD-IC — Common Faculty Development Instructor Course
  • ABIC — Army Basic Instructor Course
  • FIFC — Foundation Instructor Facilitator Course

Documented evidence: DA Form 1059 for each course.

Additional Skill Identifier (1-5.a.(2))

  • ASI 8 (enlisted cadre and warrant officers), OR
  • ASI 5K (commissioned officer cadre)

PT must have orders awarding the ASI — not just course completion.

MTFC (1-5.a.(3))

Maneuver Tactics Foundation Course — no more than 18 months from date of assignment to complete. Certain maneuver-qualified personnel are exempt per MTFC CMP.

PTQC / TQC / TTOC (1-5.a.(9))

Must be a graduate of one of:

  • PTQC — Platoon Trainer Qualification Course
  • TQC — TAC Qualification Course
  • TTOC — TAC Officer Training and Orientation Course

Evidence: DA Form 1059 or DA Form 87.

Proponent Certification (1-5.a.(8))

Submit all certification/qualification docs to the OCS TASS battalion certification official. Conduct a 50-minute CFD-IC standard block of instruction. Receive a 'go' on the instructor evaluation. Evidence: certification memorandum from TASS battalion.

Rank and Experience

Officers (PT Guide 1-5.a.(6))

  • Hold the rank of 1LT (O-2), WO2, or above
  • Documented evidence: promotion orders, PQR, or certified 2-1
  • Must be a graduate of BOLC B (officers) or Warrant Officer Basic Course (warrants)

Preferred and highly recommended: CPTs with company command and platoon leader experience; 1LTs with platoon leader experience.

NCOs (PT Guide 1-5.a.(7))

  • Hold the rank of SSG (E-6) or above
  • Must have completed current NCOES for their rank
  • Documented evidence: DA Form 1059

"These are the experts in platoon and company operations needed to teach/mentor our officer candidates." — PT Guide 1-5.a.(7)

A waiver can be requested based on prior Platoon Sergeant experience, submitted by companies and routed through battalions and the SME before going to Fort Moore (ref CMP para 2-4.I).

Physical Fitness and Body Composition

Per PT Guide 1-5.a.(4) and (5):

💪 ACFT (1-5.a.(4))
  • Annually pass a standard, six-event (no alternate events) ACFT
  • Must have a current DA Form 705 with a passing, for-record score
  • Must meet all physical requirements demanded of the officer candidates enrolled in the class
  • PTs unable to meet the physical requirements due to permanent profile or other physical limitations will be removed from PT duties until they can meet the standard
📏 Height/Weight (1-5.a.(5))
  • Meet and maintain semi-annual height/weight standards IAW AR 600-9
  • Current DA Form 705 required
  • If tape required: DA Form 5500-R (male) or DA Form 5501-R (female)
  • PTs not IAW AR 600-9 will be removed from duties involving contact with OCs until meeting the standard

The bar is explicit: you must be able to do anything you require of the candidates. If you can't take the ACFT they're taking, you can't be their PT.

Distinguishing PT Uniform Items

Per PT Guide 1-8, PTs wear distinctive uniform items to provide an instantly recognizable focal point for candidates — so OCs can pick cadre out from any other military personnel who may be present at the same training location.

The Black Patrol Cap (1-8.a)

  • Black patrol cap with non-subdued rank insignia centered on the front of the cap
  • Worn when conducting training within the OCS battalion/company area
  • During field training: same field uniform as candidates excluding the Kevlar helmet

By Phase (1-8.a)

  • Phase I — black patrol cap
  • Phase II — at the discretion of the unit commander
  • Phase III — OCP patrol cap

PT Uniform (1-8.b)

  • Company commanders may authorize distinctive PT T-shirts for organized PT / athletics
  • All PTs must wear a common uniform (consistency across the cadre)
  • Consolidated training locations may designate a long-sleeved IPFU variation in lieu of acquiring an additional distinctive PT shirt

Source

PT Guide, 15 Nov 2024

1-5 Platoon Trainer Qualifications

  • 1-5.a.(1) CFD-IC, ABIC, FIFC
  • 1-5.a.(2) ASI 8 / 5K with orders
  • 1-5.a.(3) MTFC within 18 months
  • 1-5.a.(4) Annual ACFT
  • 1-5.a.(5) Height/Weight IAW AR 600-9
  • 1-5.a.(6) Officer rank and BOLC B
  • 1-5.a.(7) NCO rank and NCOES
  • 1-5.a.(8) Proponent certification (50-min CFD-IC block)
  • 1-5.a.(9) PTQC / TQC / TTOC graduate

1-8 Distinguishing Platoon Trainer Uniform Items

Additional References
  • AR 600-9 — Army Body Composition Program
  • ATP 7-22.01 — ACFT standards
  • MTFC CMP — Maneuver Tactics Foundation Course
  • ARNG OCS CMP, 01 Jan 2024 — para 2-4.I (NCO waiver routing)

The OCS Environment

"The Platoon Trainer creates and controls the OCS environment for better or worse. The power of the Platoon Trainer should be immediately evident to the officer candidates."

— PT Guide 2-6.3

Chapter 2 is the spine of the Platoon Trainer Guide. Every new PT must understand it cold — the five environmental requirements, the three elements of the environment, the four sources of PT power, and how your image and posture must shift as the class progresses from Basic through Intermediate to Senior status.

Five Environmental Requirements (PT Guide 2-5)

These five requirements govern everything a PT does. They must be constant throughout the OCS program:

📏 1. Consistent Standards

The OC must know the PT expects absolutes in mission accomplishment, honesty, and integrity. Academic, admin, and tactical tasks change in difficulty as the program progresses — the standards do not. In morals and personal integrity, enforce absolute adherence.

⚡ 2. Stressful (not abusive)

Create and maintain productive, challenging stress. OCs feel pressure to perform numerous tasks quickly and correctly. "Stressful is not synonymous with abusive." Physical and/or verbal abuse serves no purpose in OCS and is prohibited.

🎯 3. Demanding

Throughout most of the program, no free time for the OC. Always a task to accomplish. Everything the OC does must result in absolute mission accomplishment.

🎖️ 4. Professional

Appearance and military bearing impeccable. Cadre behavior above reproach at all times. Everything a cadre member does must support their integrity and enhance their credibility. At no time is profanity allowed around the OCs or at the OCs.

5. Mission-Aligned Tasks

All tasks assigned to the OC must contribute to the OCS mission and to the PT's ability to evaluate the candidate. Keep this foremost in mind when assigning corrective training.

Three Environmental Elements (PT Guide 2-6)

The OCS environment consists of three elements. As the PT, you are one of them — and you create and control the other two.

📋 1. LAP

The Leadership Assessment Program. The method by which demonstrated leadership is assessed through the PT's observation of the OC's actions (influencing, improving, operating), skills (interpersonal, conceptual, technical, tactical), and attributes (emotional, mental, physical).

Requires the PT to systematically teach, assess, and counsel — in that order.

👤 2. The OC

There is no such thing as a typical officer candidate. All are different. Deal with each OC as an individual — never make assumptions based on gender, race, religion, socio-economic status, background, or physical build.

Initially they are confused, anxious, and fear the unknown. Their common needs change as the program progresses, and you must be prepared to address them.

⭐ 3. The PT

Except for the OCs themselves, the PT is the single most important element in the OCS environment. You create and control that environment — for better or worse. Your power should be immediately evident.

Four Sources of Platoon Trainer Power (PT Guide 2-6.4)

A PT's power base is rooted in four areas. How you weight them must shift across the three OCS status phases.

🎖️ Legitimate Power

Based on the position you hold as a PT, and the fact that you are an officer or senior NCO. The OC must comply based on this legitimate status.

This status diminishes if you do not act according to the character of the role. You are responsible for the welfare of your Soldiers and the accomplishment of the mission. You are expected to be "a stellar example without flaw."

🧠 Expert Power

Based on your ability to effectively teach and provide an example of leadership. Determined by education, troop-leading experience, and time in service.

Warning: "As they provide advice and instruction throughout the program, they begin to lose their advantage as an expert." Closer the OC gets to graduation, the more equal in leadership knowledge you become. That is the goal of OCS.

⚖️ Reward & Coercive Power

Your most obvious resource. Simple rewards and punishments (verbal reprimand, extra training, privileges) take on amplified importance in OCS because of the deprivation OCs experience in basic status.

Most prominent in basic status. Diminishes in intermediate and senior status.

🌟 Referent Power

Based on identification. The OC who recognizes a PT as a leader of high standards and quality emulates the PT's behavior.

"Referent power is the most effective resource for the change of attitude, change of motivation, and commitment to excellence."

Danger: A PT who uses negative corrective actions too long, or without rewards, gains negative referent power — the OC begins to reject that PT's instruction.

Phase 1 — Basic Status

The Climate of Discipline (2-7 to 2-13)

PT Priority of Effort

Fuse assessing and communicating desired actions, skills, attributes, attitudes, and adherence to the Army Values. Strong emphasis on:

  • Moral integrity
  • Strict discipline
  • Physical and mental toughness
  • Speed of reaction
  • Assertiveness
  • Absolute mission accomplishment
The Teaching Context (2-7.b)

"The message transmitted by the Platoon Trainer is composed of their every word and action; every expression, inflection of voice and body posture; every rule, policy and corrective action."

During basic status, OCs take your messages literally. Words and behavior must convey precisely what you intend.

Image of the PT (2-8)

The Platoon Trainer epitomizes the tough, no-nonsense Soldier — the embodiment of personal discipline, military bearing, moral and physical strength, professional competence, and dedication to duty.

Credibility (2-8.a)

Decisiveness and confidence in everything you do. OC must see no doubt in what you say or do. One unthinking word, one unfulfilled promise, one failure to follow through can undermine all your efforts. Clearly define, consistently apply, enforce. Never abusive or insulting.

Communication (2-8.b)

Answers must be correct before you give them. Avoid shooting from the hip. If you don't know, admit it — tell the OC you'll find out, and follow through. Refer the OC to a resource; build their reference library habit.

Information Control (2-9)

Your expert power is most influential early in this status because you have all the answers. Inform OCs about what's happening and why — without justifying orders.

Basic Status — The Platoon (2-11)

Building Platoon Cohesion (2-11.a)

During basic status, OCs feel threatened and draw together for protection. They avoid special scrutiny, so they do what the majority does. Few risk exposure; initiative is stifled. The PT must understand and accept this to preserve the climate of discipline.

Supervisory Responsibility (2-11.a.(1))

Hold the candidate chain of command accountable. If an OC is late to formation, the squad leader, platoon sergeant, and platoon leader are at fault and held liable. Most individual corrections are supervisory problems — don't forget this.

Group Rewards & Group Corrective Action (2-11.b)
  • Group rewards — use with discretion and infrequency in basic status. Use more in intermediate and senior.
  • Group corrective actions — restricted to basic status, and only the Senior PT or Company Commander may approve them. Continual mass corrective action destroys PT/OC rapport if carried into later status.
Managing Cliques (2-11.c)

Identify cliques through LORs/LERs, conversations, class-break observations, field training. Change billeting to separate negative cliques and leaders. Counsel negative candidates more frequently early — this provides early evidence in the event of relief.

Phase 2 — Intermediate Status

Period of Transition (2-14 to 2-18)

The Shift (2-14)

In basic status, PTs emphasize attitudes and basic junior officer leadership skills. In intermediate, attitudes are not the primary focus — but still paramount, and PTs still assess them.

Intermediate status concentrates on leader competence. This is the period of transition where the OC is allowed to move closer to the self-regulating responsibility required of them as an officer.

Candidates with unacceptable attitudes in this status are recommended for relief. (2-14)

Image of the PT (2-15)

The PT portrays themselves as fair, down to business, and positive, but remains strict. Continues to show care and concern. Recognizes successes. Reinforces desired behaviors while projecting as fair and more positive.

Credibility (2-15.a)

You must work harder. Mistakes are still there — you have to look harder to find them. Candidates feel more self-sufficient; stand back and let them accomplish missions without interference. Lead by example. Candidates begin to scrutinize the PT — remain consistent and reliable.

Communication (2-15.b)

Quality of advice is very important. "Trying harder is no longer an acceptable response." Complex issues warrant in-depth explanations — when more time is available. If you have no ready advice, do not fabricate one. "Putting an explanation off until another time allows the PT an opportunity to research the issue or talk with the Senior PT."

Intermediate Status — Platoon & Chain of Command

The Platoon (2-16)

The typical platoon has developed a well-defined infrastructure. Should function as one unified, cohesive, primary group — though it may still consist of several cliques. Continue solidifying platoon in spite of cliques.

Insist candidates mutually support one another (the falling-out-of-a-run example: another candidate should be allowed to drop back and encourage him).

The Platoon Briefing (2-16.b)

Use more frequently in intermediate to relay personal insights regarding leadership techniques not found in regulatory guidance but gained through troop leading experience.

  • OC now has more power and authority to run the platoon
  • You still conduct inspections and make corrections, but rely on the candidate chain of command to enforce OCS standards
  • You're now looking at judgment, initiative, and ability to accomplish missions without constant supervision
  • You're interested in morale, esprit de corps, and discipline
Candidate Chain of Command (2-17)

Far greater authority. Chain of command inspects billets, details, appearance. The platoon leader gives the PT a daily report on platoon performance. You follow up to ensure inspections are actually completed and results are realistic.

Phase 3 — Senior Status

Motivational Peak (2-19 to 2-22)

The Shift (2-19)

Senior status turns once again to an emphasis on attitudes and leader confidence. Acquisition of skills and task knowledge is secondary. Effort is directed toward ending OCS on a positive, motivational high.

The OC is expected to reflect the leadership skills, attitudes, and knowledge of a second lieutenant.

Image of the PT (2-20)

"In the senior status, the best opportunity exists for the Platoon Trainer to shape how the OC initially behaves as a second lieutenant. The Platoon Trainer becomes a mentor and the social distance between the Platoon Trainer and the OC narrows."

Critical line — don't cross it

"The Platoon Trainer becomes a trusted counselor; however, they do not become the candidate's friend — they must retain some manner of reserve. To act in an undignified or overly friendly manner causes a severe loss of respect."

Specifically allowed: athletic competitions in which PTs participate.
Specifically prohibited: attending platoon parties or otherwise socializing inappropriately.

Communication (2-20.b)

Importance of your advice increases dramatically — you have more interaction with candidates. Accompany OCs throughout field training, continue to assess demonstrated leadership. OC should feel free to talk to you without going through the candidate chain of command. Initiate conversation on your own. Prepare to address complex post-graduation questions.

Image of the Platoon Trainer Across Phases

The single most important adjustment a new PT must make is how their image shifts:

Phase Image (PT Guide ref) Tone Social Distance Primary Power Sources
Basic Tough, no-nonsense Soldier. Embodiment of discipline, bearing, strength, competence, duty (2-8) Firm, decisive, no doubt shown Maximum — formal, PT behind desk Reward/Coercive, Legitimate
Intermediate Fair, down-to-business, positive — but remains strict. Care and concern. (2-15) Fair, recognize successes, reinforce desired behaviors Reduced — OC may sit during counseling (4-11.b.(2)) Expert, Legitimate
Senior Mentor. Trusted counselor — but not friend. Retain reserve. (2-20) Engage in dialogue, initiate conversations, prepare for post-graduation life Narrow but present — PT may sit next to OC during counseling (4-11.b.(3)) Referent, Expert

The mistake new PTs make: staying in Basic Status posture all the way through Senior Status. The hard-charging week-1 PT who never shifts damages candidates at the point when they need a mentor.

OC Uniform Progression (referenced in 2-13, 2-18)

Candidates visibly signal their status phase through uniform adjustments. New PTs should know these so they can read the class at a glance.

Basic
  • Standard training uniform, no OCS distinguishing items
  • PT wears black patrol cap with non-subdued rank insignia (PT Guide 1-8.a)
Intermediate (2-13)
  • OCP patrol cap with subdued "OCS" insignia
  • Blue ascot (NSN 8455-00-916-8398)
  • Pistol belt with single canteen on right hip
  • OC field uniform unchanged
  • PT Phase II cover at discretion of unit commander (PT Guide 1-8.a)
Senior (2-18)
  • OCP patrol cap and pistol belt retained
  • Blue ascot replaced by white scarf with OCS emblem (vendor: Ira Green; UPC# 05383206475)
  • ARMY Service Uniform: skill badges, awards, gaining unit patch, officer stripes and piping (except accelerated OCS)
  • PT wears OCP patrol cap in Phase III (PT Guide 1-8.a)

Decision to Advance to the Next Status

The class must continue to move forward regardless. But unless you recognize the performance indicators, the class reaches a point where mediocrity becomes the standard.

Basic → Intermediate (2-13)
  1. Can the candidate chain of command anticipate, plan, and execute day-to-day tasks without PT direction?
  2. Can they conduct uniform and personal appearance inspections and take corrective action without PT direction?
  3. During spot checks on military knowledge and POI material, do candidates respond with accuracy and confidence?
  4. Are routine tasks accomplished with little effort and in a timely manner?
  5. Is the class's appearance, bearing, and attitude polished?
  6. Are leadership evaluations reflecting higher ratings?
  7. Are candidates asking more technical questions about personal improvement in leadership skills?
Intermediate → Senior (2-18)
  1. Can the candidate chain of command conduct a billets inspection, take corrective action, and counsel their peers on deficiencies without PT direction?
  2. Are admin assignments accomplished in a meaningful, thorough manner? AARs more detail-oriented, concise, relevant?
  3. Are candidates formulating plans for future assignments as second lieutenants (branch questions, etc.)?
  4. Are leadership evaluations reflecting higher ratings?

Advancing to senior status is a significant achievement. PT staff should plan a recognition event — dining-in, dining-out, military ball, or senior picnic.

Source

PT Guide, 15 Nov 2024 — Chapter 2 The OCS Environment

  • 2-4 OCS Environment characteristics (Military Mindset, Behavioral Approach, Stressful, Realistic, Teach then Test)
  • 2-5 Environmental Requirements (consistent standards, stressful not abusive, demanding, professional, mission-aligned tasks)
  • 2-6 Environmental Elements (LAP, OC, PT) and 2-6.4 Four Sources of PT Power (Legitimate, Expert, Reward/Coercive, Referent)
  • Section I — Basic Status (2-7 General; 2-8 Image of the PT; 2-9 Information Control; 2-10 Information Sources; 2-11 The Platoon; 2-12 Chain of Command; 2-13 Decision to Move to Intermediate)
  • Section II — Intermediate Status (2-14 General; 2-15 Image of the PT; 2-16 The Platoon; 2-17 Chain of Command; 2-18 Decision to Move to Senior)
  • Section III — Senior Status (2-19 General; 2-20 Image of the PT; 2-21 The Platoon; 2-22 Chain of Command)
  • PT Guide 1-8 — Distinguishing PT Uniform Items across phases
  • PT Guide 4-11.b — Counseling session tone varies by phase (supports the image shift)

Ethical Leadership and the Honor Code

The Platoon Trainer's Three Ethical Responsibilities

Per PT Guide, Ch 5-1, every Platoon Trainer carries three non-delegable ethical responsibilities:

1 Be a Role Model

You are on display at all times. Candidates watch you carefully and imitate your behavior. You must be able to do anything you require of the candidates — and never place them in unnecessary danger or subject them to unrealistic hardships.

2 Develop Candidates Ethically

Shape their values and beliefs to support the values of the nation, the Army, and OCS. Teach them to reason clearly about ethical matters. Be honest with them and talk through difficult problems.

3 Avoid Creating Ethical Dilemmas

Because the OC wants to please you, you must not ask them to do things that would force them to behave unethically.

Things a PT Must Never Say or Do

"I don't care how you get it done, just do it." "There is no excuse for failure." Setting missions without resources. Covering up errors to look good. Telling superiors what they want to hear. Having candidates engage in activities you recognize as unethical or unsafe.

The OCS Honor Code

"An officer candidate does not lie, cheat, or steal, nor tolerate those who do."

PT Guide 5-2 — Integrity is an essential attribute for all officers. OCS continually emphasizes this code. Candidates must understand its scope and intent, and commit to personal integrity that is unwavering.

Four Ways to Violate the Honor Code

Per PT Guide 5-2.b, a candidate violates the Honor Code through any of the following:

🗣️ Lying

Oral or written statements, or gestures of communication, made in the presence of or to another intending to deceive or mislead.

Quibbling — creating a false impression through evasive wording, omission of relevant facts, or partial truth — is a form of lying.

📝 Cheating

Willingly taking information that does not belong to them, or presenting material that is not an example of their own work to gain unfair advantage.

🎒 Stealing

Wrongfully taking, obtaining, or withholding any money, personal property, or article of value from the possession of the owner or any other person, with intent to deprive or defraud.

Taking, obtaining, or withholding any item without the expressed permission or knowledge of the owner is stealing.

🙈 Tolerating

Failing to report an unresolved incident with honor implications to the proper authority within a reasonable time period.

Proper authority = the platoon, Platoon Trainer, or Honor Council representative. Incidents may also be reported to instructors or OCS support staff.

Reasonable time = the time it takes to confront the suspected violator and determine whether the incident was a misunderstanding or an actual violation.

Honor Code Violation Policy

Per PT Guide 5-3:

"A candidate who has violated the honor code is subject to relief from the OCS program."

This is the teeth of the Honor Code. New PTs must understand: an honor violation is not a "teachable moment" — it triggers the process in 5-4, and the recommended disposition from the Honor Council is dismissal.

See Relief, Recycle, and Resignation (tac-22) for the procedural mechanics once a violation is substantiated.

The Honor Council

Per PT Guide 5-4, the Honor Council investigates and makes recommendations to the OCS Battalion Commander regarding any alleged or actual violations of the Honor Code.

Composition
  • Senior Platoon Trainer Officer (provides direction/advice; votes only to break a tie)
  • At least two Officer Candidates (usually the class president and vice president)
  • At least two other cadre or staff members
  • A recorder
Preliminary Investigation (SR PT)

Conducted by the Senior Platoon Trainer during Phases I, II, and III. Every fact of the alleged violation is explored. Written statements must be obtained from the principal witnesses.

Example (5-4.b.(1)): OC Doe is seen apparently cheating during an exam. The instructor informs the Senior Platoon Trainer. The Senior PT speaks with the individual and other classmates. If sufficient evidence exists, the Senior PT convenes an Honor Council.

Rights of the Accused

Prior to the Hearing — PT Guide 5-4.b.(2)

The Senior PT must inform the alleged violator that:

  • They are bound by the Honor Code to tell the truth
  • The charges relating to the violation and the identity of the accuser
  • They have 24 duty hours to prepare their case
  • They may bring in any evidence or call on any witness on their behalf
  • They may make an oral or written statement
  • They have the right to be represented by another candidate
Conduct of the Hearing (5-4.c)
  • Normally conducted within 24 hours, no later than Sunday of the IDT period following the alleged incident
  • Minimum three committee members present
  • Violator and accuser not present at the same time
  • Presumed not guilty until proven otherwise
  • Majority secret ballot required to find guilty
  • Staff or candidates who have been part of the investigation or who are biased will not sit on the council — the Senior PT selects replacements
Disposition

A candidate found guilty is recommended for dismissal from the OCS program. The verdict and written recommendation go through the Senior PT to the OCS/GS Battalion Commander, who makes the final decision.

The Other Ethical Line: Fraternization

Ethical leadership isn't only about the Honor Code. Per PT Guide 1-7 and OCS SOP para 4-5, relationships between candidates and cadre that cause the actual or perceived appearance of preferential treatment or partiality are prejudicial to good order, discipline, and unit morale — and are prohibited.

🚫 Prohibited

Fraternization includes, but is not limited to:

  • Sexual relationships between candidates and cadre
  • Public displays of affection
  • Close dancing
  • Handholding
  • Touching
  • Kissing or other similar contact

Also unacceptable: cadre-cadre and candidate-candidate fraternization — both undermine unit esprit and create tension within the class.

⚖️ Consequences

Per PT Guide 1-7.d:

  • The first LTC in the chain of command may remove any Platoon Trainer suspected of fraternization from their duty position
  • A 15-6 investigating officer will be appointed
  • Disciplinary authority for the Platoon Trainer resides with the PT's home state chain of command
For New PTs

"Perceived appearance" is the key phrase. You don't have to actually do anything wrong — you have to avoid even the appearance. Keep it professional, keep it distant, and when in doubt, add distance.

Source

All content on these slides is drawn directly from:

ARNG Platoon Trainer Guide, 15 November 2024
  • Ch 5-1 (General / Three Ethical Responsibilities)
  • Ch 5-2 (The Honor Code)
  • Ch 5-3 (Honor Code Violation Policy)
  • Ch 5-4 (The Honor Council)
  • Para 1-7 (Fraternization)
ARNG OCS SOP, 01 March 2025
  • Para 4-5 (Cadre–Candidate Fraternization)

Related: OCS Environment & Phases (tac-20) — the PT as role model across all three status phases · Relief, Recycle, and Resignation (tac-22) — procedural consequences of a substantiated violation

Key Knowledge Areas

A new PT must be "intimately familiar" (PT Guide, TOC preamble) with the three foundation documents before arriving on the training floor:

  • PT Guide, 15 Nov 2024 — your role, the environment, LAP, counseling, relief/recycle, honors
  • OCS SOP, 01 Mar 2025 — daily conduct, uniforms, discipline, fraternization
  • ARNG OCS CMP, 01 Jan 2024 — the POI and course management structure
  • ARNG OCS ISAP, 01 Jan 2024 — assessment criteria and graduation requirements

Beyond the three, per PT Guide 6-1.b, you must know how to use:

  • Program of Instruction (POI) — training content, hours, type of instruction, resources. The POI is a component of the CMP.
  • Course Management Plan (CMP) — the "how-to" for conducting OCS; specifies admin actions and logistical requirements.
  • Training Support Packages (TSPs) — detailed content for each formal lesson (instructor set, student set, examination set).
Supporting Doctrine
  • FM 6-22 Army Leadership (App B referenced by PT Guide 4-13 for counseling prep)
  • ADP/ATP 6-22, ADP 7-0 (Training), ATP 7-22.01 (ACFT)
  • AR 600-20 (Army Command Policy) — corrective training limits in para 4-6b
  • AR 600-9 (Height/Weight) — for both you and your candidates
Tip (PT Guide 6-1)

"Knowing how to use these references will reduce the amount of time it takes the Platoon Trainer to prepare for, conduct, reinforce, and evaluate the outcome of training."

Source

  • PT Guide, 15 Nov 2024 — Ch 6-1 (The PT as a Trainer; POI, CMP, TSP references); TOC preamble (PT must be intimately familiar with PT Guide, CMP, and OCS SOP)
  • ARNG OCS CMP, 01 Jan 2024 — Program of Instruction
  • ARNG OCS ISAP, 01 Jan 2024 — candidate assessment framework and graduation criteria
  • FM 6-22, Appendix B — Army Leadership / counseling preparation

Phase I Candidate Standards

What standards am I enforcing, and where are they written down?

Every Phase I candidate is held to the standards in OCS SOP, Appendix G — Phase I OC Guide. This is the document your candidates read. If you're going to correct a candidate, you should be able to point to the paragraph in Appendix G that says it's a standard.

Appendix G covers
  • Personal appearance (G-1)
  • Military courtesies (G-2)
  • Classroom procedures (G-3)
  • Marching of troops (G-4)
  • Dining Facility operations (G-5)
  • Clothing and equipment marking (G-6)
  • Contraband (G-7)
  • Training requirements (G-8)
  • Reveille and Retreat ceremonies
  • Individual Student Assessment Plan (ISAP)
  • Leadership definition, 8 Elements of Combat Power, 6 Warfighting Functions
  • Risk Management Process, OPORD format, TLPs, SALUTE, terrain features, Army Values

Appearance & Courtesies

Personal Appearance (G-1)

"The epitome of the Army Standard IAW AR 670-1 at all times."

  • Male hair & facial hair — IAW AR 670-1; mustaches and beards strictly prohibited; profiles must be on a current DA 3349 on their person ("If DA 3349 does not exist, then neither does the profile.")
  • Female hair — IAW AR 670-1; no styles preventing hat/helmet liner wear
  • Fingernails — Clean, neatly trimmed. Males: no polish, not beyond fingertip. Females: ≤¼ inch, no polish (fingers or toes) during OCS
  • Uniform — OCP trousers tucked into boots (no rubber-band blousing); no awards/decorations; all pockets secured; no sewn-down pockets
  • Jewelry — No rings (including wedding bands) or wrist jewelry except wristwatches (Smart Watches NOT authorized); religious medals OK if not visible
Military Courtesies (G-2)
  • Junior Candidates addressed as "Candidate"
  • Senior Candidates addressed as "Senior Candidate" or "Sir/Ma'am" by Junior Candidates
  • Junior Candidates salute and render greeting of the day to all commissioned officers upon recognition
  • Addressing officers: "Sir/Ma'am, Candidate (last name)" prefaces every Junior Candidate comment
  • Greetings by time of day — Morning 0001–1159; Afternoon 1200–1759; Evening 1800–2400
Reporting (G-2.g)

Knock three times with palm of right hand. "Sir/Ma'am, OC (last name) requests permission to enter." Wait at attention. Always report with pen and paper.

Movement (G-2.g.4–i)

Junior Candidates double-time in the battalion area (except returning from meals / carrying large objects). During heat alerts, TAC officers may restrict running to prevent heat injuries. "Make Way" when an officer enters a hallway. "Requests permission to pass" to bypass an officer.

Classroom and DFAC Procedures

Classroom (G-3)
  • Remove headgear at building entrance; carry in left hand
  • Fill seats front to rear, single file
  • On "Prepare to Take Seats":
    • ACH at front left corner of desk
    • Weapon/Guidon placed right, ejection port up, magazine in line with rear desk wheel
    • LBV/FLC on back of chair, unclipped and unzipped, left canteen out next to ACH
    • Writing materials present on desk
  • Company Commander reports class strength to instructor
  • On "Take Seats" — company motto is sounded off, then seated
  • Question procedure: raise hand, rise when recognized, state "Sir/Ma'am/Sergeant, Candidate (last name)", then ask
  • If falling asleep — stand, take writing materials, move to back, assume modified parade rest
  • Release procedure: on-your-feet → secure your equipment → center face → file out
DFAC (G-5)

Detailed in OC Guide G-5. PTs new to the unit should read G-5 once through before their first meal with the class so they know what to correct.

Contraband (OC Guide G-7)

Secured IAW local SOP. Platoon Trainer staff may grant use of some items during Intermediate or Senior Phase as phase privileges. In Phase I, all of the following are contraband:

🚫 Substances

1. Tobacco products · 2. Alcohol · 3. Performance supplements · 4. Non-prescribed medications · 27. Vitamins

📵 Electronics

5. Cell phones · 6. Pagers · 17. Digital/tape recorders, CD/MP3 · 18. Radios, portable TV/DVD · 19. Laptops/iPads/PDAs · 20. GPS devices · 25. Handheld electronics/games

🍫 Food & Drink

7. Food — incl. gum, candy, cough drops, mints (No food out of DFAC or from the field)

💄 Grooming

8. Contact lenses · 12. Cosmetics · 13. Hairnets & curlers · 14. Perfumes, colognes, aftershave · 15. Body sprays · 16. Electric/battery razors · 24. Any scented lotion

🏠 Quarters

9. Irons · 10. Stoves · 11. Heat tabs

❌ Other

21. Civilian clothes · 22. Magazines and newspapers · 23. Blades > 3" (only Gerber-style multi-tool authorized) · 26. Adult material

G-7.c: "This list is not all-inclusive. Items that are not listed above are subject to cadre discretion." Consequences: Verbal counseling for retention; disciplinary action if contraband is found during the course.

Phase I Training Requirements (OC Guide G-8)

The following events must be successfully completed prior to the end of Phase I:

1. Six-mile foot march

Without assistance, within 1 hour 45 minutes. Uniform: OCP, LBE/LBV, Kevlar, M16/M4, ruck 35+ lbs (not including water).

2. Peer Evaluation #1

Must complete.

3. POI Training

Must attend or make up all Phase I POI training.

4. Examinations

Must pass all three (3) Phase I exams or retests with ≥70% on each:

  • Leadership Exam
  • Army Training Management Exam
  • Night-into-Day Land Navigation Practical Exercise
5. Leadership Position Evaluations

Minimum one leadership position evaluation during Phase I. Candidates must instruct at least one WTBD and demonstrate task mastery (GO) on all WTBDs with documented evidence.

6. OCS Company Commander Recommendation

By signature on End of Course Summary Sheet Phase I that the candidate possesses the ability to acquire the leadership skills, attitudes, and knowledge required of a 2LT.

These match up with the Chapter 10 graduation requirements — see Graduation Requirements and Class Honors.

Why New PTs Must Know This Document

The Phase I OC Guide is the candidate's rulebook. Your candidates have read it before they arrive. When they get to training, they are watching you for one thing: will this cadre enforce what the guide says?

Three practical consequences for a new PT
1

Never correct a candidate for something that isn't in the book. If you can't point to the paragraph, you're extending your personal preferences onto them — and per PT Guide 4-11.d.(2), evaluations must be backed by facts, not opinions.

2

Never let a candidate get away with something that IS in the book. Inconsistent enforcement destroys PT credibility (PT Guide 2-8.a — "one unthinking word, one unfulfilled promise, or one failure to follow through can undermine all the Platoon Trainer's efforts").

3

Know Appendix G better than your candidates do. When they try to quibble on a reporting procedure or a uniform standard, you should be able to quote the paragraph back to them.

Read it before your first formation

If you do nothing else before your first training weekend, read OCS SOP Appendix G — Phase I OC Guide straight through. It's short. It's the shortest-path investment in making your first day go well.

Source

  • OCS SOP, Appendix G — Phase I OC Guide (1 - SOPs and OC Guide/Appendix G- Phase I OC Guide.pdf)
    • G-1 Personal Appearance (AR 670-1)
    • G-2 Military Courtesies
    • G-3 Classroom Procedures
    • G-4 Marching of Troops
    • G-5 Dining Facility (DFAC) Operations
    • G-6 Clothing and Equipment Marking
    • G-7 Contraband
    • G-8 Training Requirements
    • Reveille and Retreat procedures
    • Individual Student Assessment Plan (ISAP) content
  • AR 670-1 — Wear and Appearance of Army Uniforms and Insignia
  • ARNG OCS ISAP, 01 Jan 2024
  • PT Guide 2-8.a — credibility is destroyed by inconsistent enforcement
  • PT Guide 4-11.d.(2) — back evaluations with facts, not opinions

Comprehensive Candidate Evaluation System

Evaluation Philosophy

Evaluation is not just measurement—it's a developmental tool that guides candidate growth, identifies strengths and weaknesses, and ensures standards are met consistently and fairly.

Evaluation Principles
  • Standards-based assessment
  • Continuous feedback
  • Developmental focus
  • Objective measurement
  • Fair and consistent application
  • Documented evidence
Evaluation Framework
  • Leadership competencies
  • Military bearing and discipline
  • Physical fitness and readiness
  • Technical and tactical proficiency
  • Communication skills
  • Ethical decision-making
Measurement Methods
  • Direct observation
  • Performance testing
  • Peer feedback
  • Self-assessment
  • Formal evaluations

Army Leadership Requirements Model

ARMY LEADER

↓ Attributes ↓

Character

Army Values · Empathy · Warrior Ethos

Presence

Military Bearing · Physical Fitness · Confidence · Resilience

Intellect

Mental Agility · Sound Judgment · Innovation · Interpersonal Tact · Expertise

Core Leader Competencies

👨‍💼 Leading

Competencies: Leads others · Builds trust · Extends influence beyond chain of command · Leads by example · Communicates

Evaluation Focus: Initiative taking · Team motivation · Influence strategies · Role modeling · Communication effectiveness

🌱 Developing

Competencies: Creates positive environment · Prepares self · Develops others · Stewards the profession

Evaluation Focus: Climate creation · Self-development · Mentoring others · Professional growth · Ethical leadership

🎯 Achieving

Competencies: Gets results · Executes plans · Adjusts to changing conditions · Improves unit performance

Evaluation Focus: Mission accomplishment · Execution quality · Adaptability · Performance improvement · Resource management

Performance Standards and Metrics

Graduated Performance Scale

Level Description Characteristics Development Action
Exceeds Standards Consistently performs above expectations Exceptional performance, natural leader, helps others Provide advanced challenges
Meets Standards Performs at expected level Competent performance, follows procedures Continue development
Approaching Standards Shows improvement potential Some deficiencies, needs guidance Focused development plan
Below Standards Significant improvement needed Multiple deficiencies, requires intervention Intensive remediation

Evaluation Metrics Framework

Quantitative Measures

  • Physical fitness scores
  • Academic test results
  • Task completion rates
  • Safety incident frequency
  • Leadership position performance
  • Peer evaluation scores
Tracking Methods
  • Performance databases
  • Progress charts
  • Trend analysis
  • Comparative assessments
  • Statistical reporting

Evaluation Metrics Framework

Qualitative Measures

  • Leadership presence
  • Communication effectiveness
  • Team integration
  • Problem-solving approach
  • Ethical decision-making
  • Adaptability under stress
Assessment Methods
  • Behavioral observations
  • Scenario-based evaluations
  • Peer feedback
  • Self-reflections
  • Interview assessments

Observation and Documentation Techniques

For detailed counseling and documentation best practices, see Counseling & Feedback (tac-12).

Systematic Observation Methods

Structured Observation
  • Purpose: Focused assessment of specific behaviors
  • Method: Predetermined criteria and checklists
  • Frequency: Regular, scheduled observations
  • Documentation: Standardized forms and metrics
Unstructured Observation
  • Purpose: Holistic assessment of overall performance
  • Method: Open-ended observation and note-taking
  • Frequency: Continuous, opportunistic
  • Documentation: Narrative descriptions and examples
Event Sampling
  • Purpose: Capture specific incidents or behaviors
  • Method: Record when predetermined events occur
  • Frequency: As events happen
  • Documentation: Incident reports and examples
Time Sampling
  • Purpose: Systematic snapshot of behavior
  • Method: Observe at regular intervals
  • Frequency: Predetermined schedule
  • Documentation: Time-stamped observations

Multi-Source Feedback System

In OCS, a candidate's evaluation draws from three sources — not a generic 360. Per PT Guide 3-1.d, "The leadership evaluation of candidates has two principal parts: evaluation performed by Platoon Trainers and peer evaluations/ratings. The greatest weight is to the Platoon Trainer assessments." Self-assessment (PT Guide 3-5) rounds out the third source.

Flow: Candidate → Platoon Trainer Assessment + Peer Evaluation + Self-Assessment → Comprehensive Evaluation → Development Plan → Coaching & Mentoring → Progress Monitoring → Reassessment

Weighting in the Honor Awards System (PT Guide 12-3): PT-rated Leadership Evaluations count 30% of the overall; Peer Evaluations count 20%. Self-assessment is not separately weighted — it's an input to the counseling/LER process, not to the honor award computation.

🎖️ Platoon Trainer Assessment

Forms (PT Guide Ch 3 Part A): Leadership Evaluation In-Brief (Blue) · Leadership Observation Report / LOR (Green) · Leadership Evaluation Report / LER (White) · Field Leadership Evaluation Report / FLER (Tan)

Weight: 30% of honor awards computation (PT Guide 12-3.c). "The greatest weight is to the Platoon Trainer assessments." — PT Guide 3-1.d

Methods: Direct observation in garrison and field · Performance coaching · Required Periodic Counseling (PT Guide 4-15) · Documentation in Candidate Training Record

👥 Peer Evaluation

Form (PT Guide 3-12): Peer Evaluation Leadership Assessment

Weight: 20% of honor awards computation (PT Guide 12-3.d). Candidates ranked within their group; 2 percentage points per rank.

Captures: Leadership among peers · Team integration and reliability · How the candidate performs in subordinate roles to other candidates in the leadership rotation

Administered either by classroom (usually two squads) or as an entire platoon. Final disposition per PT Guide 3-13.

🪞 Candidate Self-Assessment

Form (PT Guide 3-5): Candidate Self-Assessment Report (Yellow, ARNGOCS Form 4)

Not separately weighted — input to the counseling and LER process, not to the honor award computation.

Content: Self-assessment using Time / Event / Result (TER) format · Strengths and weaknesses · "Actions to Improve" completed during LER counseling

Issued with the In-Brief at the start of each leadership tour.

Developmental Counseling Framework

For a full breakdown of counseling types, frequency, and documentation, see Counseling & Feedback (tac-12).

Counseling Types
  • Event-Oriented: Specific incidents
  • Performance: Regular assessments
  • Professional Growth: Career development
  • Crisis: Serious issues
  • Separation: Departure preparation
Counseling Frequency
  • Daily: Informal feedback
  • Weekly: Progress reviews
  • Monthly: Formal counseling
  • Quarterly: Comprehensive assessment
  • As-needed: Specific events
Counseling Objectives
  • Performance improvement
  • Goal setting and tracking
  • Problem identification
  • Resource provision
  • Relationship building
Documentation Requirements
  • DA Form 4856 completion
  • Specific examples
  • Clear expectations
  • Action plans
  • Follow-up schedules

Performance Standards Documentation

For common pitfalls and errors in evaluation, see Common Pitfalls & Solutions (tac-15).

Evidence-Based Assessment

💪 Strong Evidence

Indicators:

  • Multiple observations
  • Consistent behavior patterns
  • Specific examples
  • Measurable outcomes
  • Peer corroboration
  • Documented incidents

Documentation:

  • Detailed behavior descriptions
  • Time and date stamps
  • Witness statements
  • Performance metrics
  • Photo/video evidence
  • Written reports
⚠️ Weak Evidence

Indicators:

  • Single observations
  • Inconsistent patterns
  • Vague descriptions
  • Assumptions or hearsay
  • Personal opinions
  • Incomplete information

Improvement:

  • Gather more data
  • Seek multiple perspectives
  • Document specific examples
  • Verify facts
  • Remove bias
  • Complete assessments

Common Evaluation Errors

For detailed prevention strategies and mitigation techniques, see Common Pitfalls & Solutions (tac-15).

Rater Errors
  • Halo Effect: Overall impression influences all ratings
  • Leniency: Consistently high ratings
  • Severity: Consistently low ratings
  • Central Tendency: All ratings in middle range
  • Recency: Recent events overshadow overall performance
Prevention Strategies
  • Use specific examples
  • Consider entire rating period
  • Apply consistent standards
  • Seek multiple perspectives
  • Document continuously
Logical Errors
  • Attribution: Assuming intent from behavior
  • Confirmation Bias: Seeking confirming evidence
  • Anchoring: Over-relying on first impressions
  • Contrast Effect: Comparing candidates to each other
  • Stereotyping: Applying group characteristics
Mitigation Techniques
  • Focus on observed behavior
  • Seek disconfirming evidence
  • Remain open to change
  • Use individual standards
  • Evaluate each person individually

Remember: Evaluation is a continuous process of observation, documentation, feedback, and development. The goal is to help candidates succeed while maintaining high standards.

Source

The OCS-specific framework behind this generic evaluation guidance is the Leadership Assessment Program (LAP):

PT Guide, 15 Nov 2024 — Ch 3 Leadership Assessment Program (LAP)
  • 3-1 General; 3-2 The Evaluation Tools
  • Part A — Forms Used in LAP (3-4 In-Brief, 3-5 Self-Assessment, 3-6 LOR, 3-7 LER, 3-8 FLER)
  • Part B — Special OCS Forms (3-9 End of Course Summary, 3-10 Development Counseling, 3-11 Counseling Checklist, 3-12 Peer Evaluation, 3-13 Final Disposition of Peer Evaluations)
  • Part C — Candidate Training Records (3-14)
  • ARNG OCS ISAP, 01 Jan 2024 — assessment criteria, evaluation methods, graduation requirements
  • OCS SOP, 01 Mar 2025 — Ch 3 Leadership Development and Evaluation (Performance-Based Leadership Assessment framework)

The actual OCS forms (Blue / Yellow / Green / White / Tan cards) are covered in detail in Counseling & Evaluation Forms (tac-16) — where new PTs should go to learn how to actually fill them out.

OCS Counseling & Evaluation Forms

Officer Candidate School (OCS) uses a series of color-coded forms to document, counsel, and evaluate candidates throughout their training. Each form serves a specific purpose in the candidate's leadership development and assessment process.

Leadership Evaluation In-Brief (Blue Card)

Form

ARNGOCS Form 2 (5.5" x 8.5" light blue card stock)

Purpose

Defines expectations and success criteria for a candidate's leadership position before they assume the role. Replicates the OER Support Form system.

Process
  • Platoon Trainer completes the front (admin data, rating system, duty description, critical events/expectations).
  • Counseling session covers all expectations; candidate can ask questions.
  • Back: Trainer summarizes counseling; candidate comments on expectations.
  • Both sign/date. Completed before candidate assumes leadership.

Candidate Self-Assessment Report (Yellow Card)

Form

ARNGOCS Form 4 (5.5" x 8.5" yellow card stock)

Purpose

Candidate's self-assessment of their performance in a leadership position, using the Time, Event, Result (TER) format.

Process
  • Issued with the In-Brief.
  • Candidate summarizes performance, lists strengths/weaknesses.
  • "Actions to Improve" completed during LER counseling.

Leadership Observation Report (LOR, Green Card)

Form

ARNGOCS Form 3 (5.5" x 8.5" light green card stock)

Purpose

Documents observed deficiencies or outstanding behaviors related to Army Values, Core Leader Competencies, or Leader Attributes. Can be issued for any candidate, not just those in leadership.

Process
  • Completed by Platoon Trainers or qualified cadre using TER format.
  • Circles relevant competencies/attributes.
  • "Corrective Training/Course of Action" refers to LER.
  • Signed by cadre and candidate.

Leadership Evaluation Report (LER, White Paper)

Form

ARNGOCS Form 1 (two-sided, white bond paper)

Purpose

Formal assessment of a candidate's performance in a leadership position, modeled after the OER. Used for all evaluated leadership positions.

Process
  • Completed at the end of the leadership period.
  • Evaluates Army Values, Core Leader Competencies, and Leader Attributes.
  • Includes summary of counseling, recommendations, and candidate's plan for improvement.
  • Must be counseled within 24 hours of completion of the leadership period.
  • Filed with In-Brief, LORs, and Self-Assessments as a packet.

Field Leadership Evaluation Report (FLER, Tan Card)

Form

ARNGOCS Form 5 (two-sided, tan card stock)

Purpose

Used during field exercises to evaluate leadership using the 8 Troop Leading Procedures (TLPs). Holds the same weight as the LER for graduation requirements.

Process
  • Evaluates each TLP with E (Excellent), S (Satisfactory), or N (Not Satisfactory).
  • Lists 3 sustains and 3 improves.
  • Summary, overall performance, and improvement recommendations.
  • Signed by rater and candidate; submitted for QA review and filing.
Tip

Each form is critical for documenting candidate development, providing feedback, and ensuring transparency and fairness in the OCS evaluation process.

Source

The five color-coded OCS forms are defined in PT Guide Ch 3 Part A — Forms Used in LAP:

  • PT Guide 3-4 — Leadership Evaluation In-Brief (ARNGOCS Form 2, Blue card)
  • PT Guide 3-5 — Candidate Self-Assessment (ARNGOCS Form 4, Yellow card)
  • PT Guide 3-6 — Leadership Observation Report / LOR (ARNGOCS Form 3, Green card)
  • PT Guide 3-7 — Leadership Evaluation Report / LER (ARNGOCS Form 1, White paper) — must be counseled within 24 hours of completion of the leadership period
  • PT Guide 3-8 — Field Leadership Evaluation Report / FLER (ARNGOCS Form 5, Tan card) — holds the same weight as the LER for graduation requirements
Related Forms (PT Guide Ch 3 Part B)
  • 3-9 End of Course Summary
  • 3-10 Development Counseling Form (DA Form 4856)
  • 3-11 Counseling Checklist
  • 3-12 Peer Evaluation Leadership Assessment
  • 3-13 Final Disposition of Peer Evaluations
Filing (PT Guide 3-14 and 4-12.b)

All forms for a given leadership tour are filed together as a packet in the Candidate's Training Record folder: In-Brief → LORs → Self-Assessment → LER / FLER.

Counseling & Feedback

Per PT Guide Ch 4, counseling in OCS is divided into informal techniques (on-the-spot) and formal counseling sessions. Both are tools, not punishments.

The Three OCS Counseling Types (PT Guide 4-14)

Performance-Oriented (4-14.a) — After every tour as a member of the candidate chain of command, or when a candidate's attitude/behavior is not improving. Not designed to assign fault. Praise and positive recognition must be part of the session — especially in intermediate status.

Disciplinary (4-14.b) — When corrective steps are needed but not formal punitive action. Stresses failure to meet OCS standards. Directive approach; corrective training, not punishment. If the commander may take disciplinary action, advise the Soldier of their right to remain silent before discussing the incident.

Personal (4-14.c) — Helping a candidate resolve a personal problem. Never take ownership of the candidate's problem; never minimize it. Refer to the Senior PT, First Sergeant, Chaplain as needed.

The Four Informal Techniques (PT Guide 4-4 to 4-7)

  • On-the-spot correction (4-4)
  • The reprimand (4-5)
  • The platoon/company address (4-6)
  • The quick assessment (4-7)

The Formal Counseling Session (PT Guide 4-11)

A formal counseling session has five parts:

  1. Preliminaries — OC reports to the PT's office as prescribed in the Candidate Guide. Improper reporting = on-the-spot correction, direct them to report again.
  2. Setting the tone — Varies by OCS status phase (basic / intermediate / senior). See OCS Environment & Phases.
  3. General conduct of session — Avoid threat-inducing exploratory questions framed with "why" or "how come." In intermediate status, session may discuss issues beyond performance. Refer human-relations issues to Senior PT, First Sergeant, Commander, or Chaplain.
  4. Observations / Recommendations — Read directly from the LER; back every observation with examples; counseling is not a debate. When in doubt between being fair and standing firm, yield to being fair (4-11.d.(3)).
  5. Summarize — Recap major recommendations; hand the LER to the OC for signature.

Required Periodic Counseling (PT Guide 4-15)

  • In-processing counseling — by QA no later than first day of ADT Phase I
  • Initial counseling — within 72 hours of start of Phase I (honor code, ISAP review, academic and non-academic expectations, fraternization discussion)
  • End of Phase II counseling — progress across leadership, academics, peer evals, physical fitness

Documentation: LER, Candidate Self-Assessment, Leadership Evaluation In-Brief, and any associated LORs are filed together in the Candidate's Training Record folder (PT Guide 4-12.b).

Source

PT Guide, 15 Nov 2024 — Ch 4 Counseling
  • 4-1 to 4-3 General, defined, types
  • Informal techniques: 4-4 On the Spot Correction; 4-5 The Reprimand; 4-6 The Platoon Address; 4-7 The Quick Assessment
  • Formal techniques: 4-8 to 4-13 (Characteristics, Approaches, Session, Follow-up, Prep Tips)
  • 4-14 Types of Counseling Conducted in OCS (Performance, Disciplinary, Personal)
  • 4-15 Required Periodic Counseling (In-processing, Initial, End of Phase II)
  • OCS SOP, 01 Mar 2025 — para 4-4 Formal Counseling
  • FM 6-22, Appendix B — Army Leadership (counseling preparation doctrine referenced by PT Guide 4-13)
  • DA Form 4856 — Developmental Counseling Form

Tip: Use open-ended questions to encourage self-reflection and ownership — but per PT Guide 4-11.c.(1), avoid exploratory "why" and "how come" questions when the goal is to get the OC to open up.

Corrective Training — Legal Framework

AR 600-20 Authority

Para 4-6b(1): "Brief physical exercises are an acceptable form of corrective training for minor acts of indiscipline (for example, requiring the Soldier to do push-ups for arriving late to formation), so long as it does not violate the Army's policies prohibiting hazing, bullying, and unlawful punishment."

Key Principles
  • Directly Related to deficiency
  • Educational in nature
  • Non-punitive approach
  • Time-limited duration
  • Proportional to offense
Legal Boundaries — What It IS
  • Training to correct deficiencies
  • Educational reinforcement
  • Performance improvement
  • Standards maintenance
What It's NOT
  • Punishment
  • Hazing or bullying
  • Retaliation
  • Excessive or oppressive

Authorized Corrective Exercises

💪 Upper Body
  • Rower
  • Push-up
  • Prone row
  • 8-count push-up
  • Swimmer
🎯 Core
  • V-up
  • Leg tuck and twist
  • Supine bicycle
🦵 Lower Body
  • Squat bender
  • Windmill

Critical Limitations

RequirementStandard
Exercises per sessionOnly ONE exercise
Maximum repetitionsFIVE (5) repetitions
FrequencyConsider cumulative effect
DurationUntil deficiency corrected
TimingMay be after duty hours
Warning

Failure to follow these limitations may constitute hazing, bullying, or unlawful punishment under AR 600-20.

Non-Exercise Corrective Actions

🎖️ Drill & Ceremony

Purpose: Reinforce attention to detail and discipline

Examples: repeating drill movements, position of attention practice, marching corrections, uniform inspections

Key: Must relate to observed deficiency

🔄 Task Repetition

Purpose: Build muscle memory and competence

Examples: weapon clearing procedures, radio communication drills, equipment maintenance, safety procedures

Key: Practice until standard is met

📝 Written Reflection

Purpose: Develop critical thinking and self-awareness

Examples: after-action reviews, leadership philosophy papers, standard operating procedures, improvement plans

Key: Promote self-reflection and ownership

👥 Leadership Rotations

Purpose: Address teamwork and leadership deficiencies

Examples: temporary leadership assignments, peer mentoring roles, team building exercises, conflict resolution practice

Key: Provide growth opportunities

Corrective Training Process

Assessment

Observe Deficiency → Assess Severity → Minor Issue?

Yes → Corrective Training

No → Formal Disciplinary Action → AR 15 / Court-Martial

Escalation Path

Not a minor issue? It leaves the corrective-training lane entirely — Formal Disciplinary Action → AR 15 / Court-Martial.

Corrective Training Loop

Select Appropriate Method → Explain Purpose → Supervise Execution → Document Action → Follow-up Assessment

Deficiency Corrected?

Yes → End Process

No → Reassess Approach → back to Select Method

The 4W Method of Corrective Training

❓ WHAT — Identify the specific issue
  • Clearly state the deficiency
  • Be specific and factual
  • Avoid generalizations
  • Focus on observable behavior

Example: "You arrived 5 minutes late to formation"

📍 WHERE — Explain the context
  • When did it occur?
  • What were the circumstances?
  • How does it affect the unit?
  • What standard was violated?

Example: "During morning accountability formation in the company area"

🤔 WHY — Discuss the importance
  • Why is this standard important?
  • How does it affect readiness?
  • What are the consequences?
  • Connect to Army Values

Example: "Punctuality demonstrates respect for others and unit readiness"

🛠️ HOW — Provide the solution
  • What must be done differently?
  • What resources are available?
  • How will progress be measured?
  • Set clear expectations

Example: "Set multiple alarms and arrive 10 minutes early to all formations"

Additional Guidance

  • For documentation requirements, see Counseling & Feedback and Evaluation System.
  • For escalation procedures, see Limitations of TAC Officers.
  • For common mistakes and pitfalls, see Common Pitfalls & Solutions.

Focus corrective training on development, not punishment. When in doubt, consult legal or senior TAC guidance.

Source

  • AR 600-20, para 4-6b(1) — authority and limits for corrective physical training
  • PT Guide, 15 Nov 2024 — Ch 4 Counseling
    • 4-4 On the Spot Correction
    • 4-5 The Reprimand
    • 4-6 The Platoon (Company) Address
    • 4-14.b Disciplinary Counseling — "Corrective training, not punishment, is levied as a result of disciplinary counseling. The corrective training employed must be focused on actions that reinforce the candidate's plan to correct noted deficiency and improve performance."
  • OCS SOP, 01 Mar 2025 — para 4-4 Formal Counseling (cadre formally counsel candidates to correct violations; recorded on memorandum)
PT Guide 4-14.b(2) — the OCS-specific rule

Corrective training is typically assigned as additional writing assignments, performance tasks, or remedial physical conditioning — all tied to the deficiency noted in counseling.

Applying Rigor & Productive Stress in Training

🎯 Training Purpose

Objective: Develop resilience, adaptability, and effective decision-making under pressure.

Principle: Stress should be applied in a controlled, professional, and non-abusive manner to enhance learning and performance.

Outcome: Candidates who can perform effectively under real-world pressures.

⚡ Stress Application Methods

Productive Techniques:

  • Time-limited task completion
  • Controlled, professional urgency
  • Complex, ambiguous scenarios
  • Multitasking & leadership role rotations

Prohibited Methods:

  • Personal attacks, humiliation, hazing, bullying
  • Excessive physical demands; discriminatory treatment

Advanced Stress Application Techniques

🧠 Cognitive Stress

Rapid decisions, information overload, competing priorities, resource/time limits, ambiguous instructions. Implement via sudden mission changes, complex problem sets, incomplete information.

🌪️ Environmental Stress

Noise, lighting, weather, equipment limits, physical discomfort, fatigue. Implement via outdoor training, equipment failures, comms challenges, endurance events.

👥 Social Stress

Peer evaluations, leadership rotations, team conflicts, public performance, accountability. Implement via 360° feedback, leadership under observation, conflict-resolution exercises.

🎖️ Operational Stress

Mission-failure consequences, safety, resource management, timelines, quality standards. Implement via realistic scenarios, consequence-based training, continuous assessment.

Critical: All stress-inducing methods must remain within ethical and regulatory boundaries — prepare candidates while maintaining dignity and respect.

Daily Battle Rhythm

  • Morning accountability and safety checks — ensure the Platoon Sergeant conducts formations per TC 3-21.5 and delivers a daily platoon status report (SOP para 3-7.e).
  • Physical training — lead or observe; enforce standards per ATP 7-22.01 (PT Guide 6-5.a references the ACFT as periodically administered throughout the course).
  • Classroom instruction monitoring — per PT Guide 6-3.a, "classrooms are not off-limits to Platoon Trainers. The Platoon Trainer's monitoring of the classroom is essential." Observe candidates, stay current on what they're being taught, reinforce the lesson later.
  • On-the-spot corrections throughout the day — informal counseling per PT Guide 4-4.
  • Document observations — capture Leadership Observation Reports (LORs) and notes for upcoming LERs (PT Guide Ch 3 Part A).
  • CCPC time — Chain of Command Performance Counseling. Per PT Guide 6-4.a, this is the block where formal counseling, remedial training, and PT-led instruction happen.
  • Coordinate with other cadre — Senior PT, PT NCOs, Company First Sergeant, Commander.
  • End-of-day review — file LERs, Candidate Self-Assessment Reports, In-Briefs, and LORs in each Candidate's Training Record folder (PT Guide 4-12.b, 3-14).
Critical rule (PT Guide 6-3.b)

"Platoon Trainers must not disrupt instruction or turn breaks into physical training periods... Candidates cannot be taken out of POI training to be counseled for their leadership ratings."

Source

PT Guide, 15 Nov 2024 — Ch 6 The Platoon Trainer as a Trainer
  • 6-3 Conduct of Training (Instructor Led) — classroom monitoring
  • 6-4 Conduct of Training (Platoon Trainer Led) — CCPC tasks
  • 6-5 Diagnostic tests (ACFT, PT, D&C, Field Training)
  • 4-4 through 4-7 — informal counseling techniques used throughout the day
  • 3-14 — Candidate Training Records organization
  • OCS SOP, 01 Mar 2025 — para 3-7.e Platoon Sergeant duties (daily platoon status report to the PT)
  • TC 3-21.5 — formations and drill
  • ATP 7-22.01 — ACFT standards

Risk Management and Safety

TAC Officer Safety Responsibilities

As a TAC officer, you are responsible for the safety and welfare of all candidates under your supervision. This includes physical safety, emotional well-being, and operational security.

🛡️ Physical Safety

Key Areas:

  • Training environment hazards
  • Equipment safety checks
  • Environmental conditions
  • Medical emergencies
  • Physical training risks

Actions:

  • Conduct safety briefings
  • Inspect training areas
  • Monitor weather conditions
  • Maintain first aid readiness
🧠 Emotional Well-being

Key Areas:

  • Stress management
  • Mental health awareness
  • Hazing prevention
  • Peer support systems
  • Crisis intervention

Actions:

  • Recognize warning signs
  • Provide counseling resources
  • Foster supportive environment
  • Report concerns promptly

Training Safety Standards

Physical Training Safety

Pre-Training Checks
  • Medical clearance verification
  • Equipment inspection
  • Environmental assessment
  • Personnel accountability
  • Safety briefing completion
During Training
  • Continuous monitoring
  • Hydration enforcement
  • Rest period management
  • Equipment maintenance
  • Immediate correction of unsafe acts
Post-Training
  • Personnel accountability
  • Equipment inspection
  • Medical evaluation if needed
  • After-action review
Common Hazards
  • Heat-related injuries
  • Dehydration
  • Equipment failure
  • Overexertion
  • Environmental hazards

Field Training Safety

Safety AreaRequirementsVerification
EquipmentProper inspection, maintenanceDaily checks, fault reporting
EnvironmentWeather, terrain, hazardsContinuous monitoring
PersonnelProper training, medical statusQualification verification
ProceduresStandard operating proceduresRehearsals, briefings
CommunicationPrimary/alternate meansRadio checks, signals

Safety Culture and Leadership

Building a Safety-First Culture

👨‍💼 Leadership Actions

Model Safety:

  • Follow all safety procedures
  • Wear required PPE
  • Stop unsafe actions immediately
  • Reward safe behavior
  • Address safety concerns promptly

Communicate Effectively:

  • Regular safety discussions
  • Clear safety expectations
  • Open reporting environment
  • Feedback on safety performance
  • Lessons learned sharing
👥 Candidate Engagement

Empower Candidates:

  • Encourage safety reporting
  • Train safety procedures
  • Recognize safe actions
  • Support safety initiatives
  • Create safety ownership

Build Competence:

  • Provide proper training
  • Ensure understanding
  • Verify competence
  • Maintain proficiency
  • Update procedures regularly
Safety Performance Indicators
IndicatorMeasurementTarget
Incident RateIncidents per 1000 training hours<1.0
Near Miss ReportsReports per month>10
Safety Training% Personnel current100%
PPE Compliance% Observed compliance>95%
Safety Inspections% Completed on time100%
Continuous Improvement
  1. Regular Assessment — Monthly safety reviews
  2. Data Analysis — Trend identification and analysis
  3. Corrective Actions — Implementation and tracking
  4. Training Updates — Based on lessons learned
  5. System Enhancement — Continuous improvement process

Remember: Safety is everyone's responsibility, but leaders set the tone and standards for the entire unit.

Source

PT Guide, 15 Nov 2024 — Ch 9 Safety / Risk Management / Environmental Awareness
  • 9-1 Risk Management
  • 9-2 The Three Tiers of Safety — Soldier, Leader, Command
  • 9-3 The Risk Management Process
  • 9-4 Forms (DD Form 2977 Deliberate Risk Assessment Worksheet, etc.)
  • 9-5 Environmental Awareness
Additional References
  • OCS SOP, 01 Mar 2025 — safety and training environment chapters
  • ATP 5-19 — Risk Management
  • ATP 7-22.01 — ACFT (injury prevention during PT)
  • AR 385-10 — The Army Safety Program

Important OCS Policies

A new PT is expected to be fluent in these policy anchors before their first formation:

  • Leadership Development & Evaluation — OCS SOP, Ch 3; PT Guide Ch 3 LAP
  • Discipline & Fraternization — OCS SOP, Ch 4 (paras 4-4 Formal Counseling, 4-5 Cadre/Candidate Fraternization, 4-6 Candidate/Candidate Fraternization); PT Guide 1-7
  • Uniforms — OCS SOP, Ch 5 (para 5-6 Formations in prescribed duty uniform); PT Guide 1-8 Distinguishing PT Uniform Items
  • Honor Code & Honor Council — PT Guide Ch 5
  • Corrective Training Limits — AR 600-20, para 4-6b(1); PT Guide 4-14.b
  • Safety / Risk Management — PT Guide Ch 9; SOP safety chapter
  • Relief, Recycle, and Resignation — PT Guide Ch 11
  • Graduation Requirements — PT Guide Ch 10; ARNG OCS ISAP 01 Jan 2024
  • Equal Opportunity, Harassment, Reporting — AR 600-20 (see Legal Compliance)
PT Guide Ch 1 preamble

"This Platoon Trainer Guide is designed to be used in conjunction with the Course Management Plan (CMP) and Army National Guard National Officer Candidate Guide (OCS SOP). Platoon Trainers must be intimately familiar with the contents of both documents."

Source

  • PT Guide, 15 Nov 2024 — Ch 1 preamble; 1-6 through 1-8; Ch 5 Honor Code; Ch 9 Safety; Ch 10 Graduation; Ch 11 Relief/Recycle/Resignation
  • OCS SOP, 01 Mar 2025 — Ch 3 Leadership Development & Evaluation; Ch 4 Discipline (paras 4-4, 4-5, 4-6); Ch 5 Uniforms (5-6, 5-22)
  • ARNG OCS CMP, 01 Jan 2024 — course management, POI
  • ARNG OCS ISAP, 01 Jan 2024 — graduation requirements and assessment
  • AR 600-20 — Army Command Policy (corrective training, EO, harassment)

Limitations of Platoon Trainers

  • Do not execute evaluations based solely on personal opinions. Back every assessment with observed facts and examples (PT Guide 4-11.d.(2): "This puts the OC in a position where they must confront facts rather than the Platoon Trainer's opinion."). See Common Pitfalls & Solutions.
  • Avoid favoritism, bias, or even the perceived appearance of it. See Ethical Leadership and PT Guide 1-7 on fraternization.
  • Know when to escalate. Refer serious or repeated issues to the chain of command. Relief, recycle, and resignation decisions are not yours to make alone — see Relief, Recycle, and Resignation and PT Guide Ch 11 for approval authority.
  • Never use corrective measures as punishment or hazing. AR 600-20 para 4-6b(1) sets the ceiling (1 exercise, 5 reps); PT Guide 4-14.b frames it as corrective, not punitive. See Legal Compliance.
  • Do not own a candidate's personal problems. Per PT Guide 4-14.c: "Platoon Trainers must never take ownership of the candidate's personal problems, nor should the Platoon Trainer minimize the scope of the problem." Help them take the initiative; refer them to the Senior PT, First Sergeant, Company Commander, or Chaplain as appropriate (PT Guide 4-11.c.(3)).
  • Do not pull candidates out of POI training to counsel them on leadership ratings. PT Guide 6-3.b is explicit: "Candidates cannot be taken out of POI training to be counseled for their leadership ratings."
  • When in doubt, consult the Senior Platoon Trainer or legal advisors to ensure compliance with policy.

Source

PT Guide, 15 Nov 2024
  • 1-6 Responsibilities of OCS Cadre and Platoon Trainers (what is and isn't yours)
  • 1-7 Fraternization
  • 4-11.c.(3) Referral for issues beyond PT scope
  • 4-11.d.(2) Facts over opinion in counseling
  • 4-14.b Disciplinary Counseling — corrective, not punitive
  • 4-14.c Personal Counseling — never take ownership
  • 6-3.b Do not pull OCs from POI for leadership counseling
  • Ch 11 Relief, Recycle, and Resignation (approval authority)
  • OCS SOP, 01 Mar 2025 — para 4-5 Cadre/Candidate Fraternization
  • AR 600-20, para 4-6b(1) — corrective training limits

Relief, Recycle, and Resignation

When a candidate is struggling, the Platoon Trainer is the first link in a process that ends — if it ends in separation — at the first O-5 in the home-state chain of command.

This is the chapter a new PT freezes on when the first at-risk candidate surfaces. Know it cold.

PT Guide 11-4.b

"Soldiers may only be relieved from or recycled in the OCS program by the authority of the first O-5 in the candidate's chain of command (OCS battalion commander or GS battalion/RTI commander) in the officer candidate's home state."

The Four Definitions (PT Guide 11-3)

Relief from Current Phase of Training (11-3.a)

Relief/dismissal from the current phase for one of the reasons in CMP Ch 6. The candidate is returned to their home state/unit of assignment for further action — either relief from the OCS program, or recycle.

Relief from OCS Program (11-3.b)

Occurs when a candidate is relieved from the current phase, returns home, and the OCS company commander at their home state recommends relief from the OCS program to the GS/OCS Battalion Commander for approval.

Recycle (11-3.c)

Candidate is relieved from the current phase and returns to home state/unit. The home state determines whether the candidate is to be recycled. If yes, the candidate restarts at the beginning of the phase in which they were relieved.

Resignation (11-3.d)

The candidate resolves to leave OCS, submits the request in writing, and is granted the request by the commander. (See 11-7 for procedures.)

Administrative Consequence (11-3 preamble)

Candidates who are relieved, dismissed, or resign are administratively reduced to the rank held prior to enrollment within one month. DOR reverts to pre-OCS DOR.

Approval Authority (PT Guide 11-4)

⭐ Who Can Relieve a Candidate

Only the first O-5 in the candidate's chain of command (OCS BN commander or GS BN/RTI commander) in the candidate's home state.

Exception: At Accelerated (all-phases) or Consolidated Phase I and III sites, the OCS battalion commander supervising that phase has authority to relieve for failure to meet CMP Ch 6 requirements.

⚖️ With or Without Prejudice

Without prejudice (11-4.b.(1)) — IAW AR 350-1, for illness, injury, or reasons beyond the individual's control. Allows reapplying for a future class.

With prejudice (11-4.b.(2)) — When the approval authority judges the soldier should be removed without the option to reapply. Normally reserved for serious, involuntary reasons.

Removing a Candidate from POI Training (11-5)

Only the approval authority may remove an OC from POI training. Officer candidates continue to attend all POI training until final disposition on relief or recycle is determined.

The approval authority may remove an OC before final disposition if they determine the OC's presence is a significant training distracter or a safety hazard. If an appeal is later granted, the responsible OCS commander must provide make-up training for everything missed.

The PT's Role (PT Guide 11-6.a)

The Platoon Trainer is the origin point of any relief or recycle recommendation. Two counseling sessions are required before you can forward a recommendation.

First Counseling (11-6.a.(1))

DA Form 4856. The candidate is counseled in writing that they are in jeopardy of being relieved or recycled. Must contain:

  • The specific areas in which the candidate must improve
  • The actions the candidate must discontinue
  • A specified amount of time to complete the corrective action
Second Counseling (11-6.a.(1))

If the candidate does not improve, the PT counsels them a second time in writing on DA Form 4856 recommending relief or recycle. At this session, the PT informs the candidate of their appeal rights.

Forward the Packet

The PT presents the OCS company commander with complete documentation and evidence concerning all efforts made on the candidate's behalf.

Company Commander's Role (11-6.a.(2))

Reviews the training packet, interviews the candidate, documents on DA Form 4856, and concurs or non-concurs. If non-concur, documents are maintained in the candidate record and the candidate continues. If concur, the packet is forwarded to the OCS BN / GS BN / RTI / Regimental commander.

O-5 Approval Authority (11-6.a.(3))

Reviews the packet and candidate records, receives input from the chain of command, and interviews the candidate. Records recommendation in Part IV of the Company Commander's DA Form 4856.

Grounds for Recycle (11-6.h)

Determined by the State Company Commander with approval from the first O-5 / GS BN Commander:

  1. Compassionate/hardship — health, welfare, or financial problems of immediate family substantially interfering, or causing 12+ hours of missed scheduled training
  2. Disqualifying medical conditions — poor health, profiles, hospitalization; unable to complete course; profiles that cause missing mandatory events (LRC, ACFT, FLX I/II, road marches, PT runs)
  3. Disciplinary — failure to cooperate in routine requirements or adhere to course standards; repeated disciplinary actions
  4. Failed leadership evaluations — candidates who fail to display improvement. A candidate who fails to achieve an "E" or "S" during Phase II or Phase III will not graduate that phase and will be relieved for potential recycle.
  5. Failure to progress — marginal performance, physical fitness, leadership, motivation, attitude, aptitude, conduct
  6. Failure to meet graduation requirements

Grounds for Relief (11-6.i)

Determined by the OCS BN Commander (Consolidated) or State OCS BN/GS BN Commander:

  1. Honor Code violations — see Ethical Leadership and PT Guide Ch 5
  2. Academic failure — failure to attain 70% on any academic evaluation or scheduled retest
  3. Failure to progress — progress less than acceptable and detrimental to other students in the class
  4. Disciplinary reasons — repeated disciplinary actions; offenses punishable under law/regulation
  5. Failed leadership evaluations — same bar as recycle (see 11-6.h.(4))
  6. Lack of adaptability — failure to adapt to discipline, soldierly habits, teamwork, or mental/physical stress
  7. Lack of motivation — failure to exert reasonable effort, malingering, no desire to complete the mission
  8. Falsifying or omitting facts regarding enrollment or commissioning requirements
  9. Misconduct — including cadre/candidate and candidate/candidate fraternization (real or perceived), unauthorized alcohol, integrity issues, drug offenses, UCMJ/Honor Code violations

Candidate Resignations (PT Guide 11-7)

"Every effort must be made by the ARNG OCS cadre to counsel and advise an individual toward the successful completion of OCS."

If those efforts fail and a candidate requests resignation, the process is:

1. Officer Candidate (11-7.a.(1))

Submits request for resignation from ARNG OCS in writing to the cadre chain of command.

2. Cadre / Platoon Trainer (11-7.a.(2))
  • Counsels the candidate on DA Form 4856 detailing the procedure for and the consequences of resignation
  • Submits written comments on the candidate's potential to the company commander, along with the written resignation and complete candidate record
3. Company Commander (11-7.a.(3))
  • Interviews the candidate
  • Counsels on DA Form 4856 on the consequences
  • May add comments to the PT's written comments
  • Forwards the entire packet to the OCS/GS BN or Regimental Commander
4. O-5 Battalion Commander — Approval Authority (11-7.a.(4))
  • Interviews the candidate
  • Counsels on consequences of resignation
  • Accepts the resignation if the candidate is determined to resign
  • Final decision recorded on DA Form 4856 Part IV initiated by the OCS Company Commander
Withdrawing a Resignation (11-7.d)

If the candidate elects to withdraw the resignation before it is forwarded to the O-5, documents are retained in the candidate record with DA Form 4856 Part IV completed by the Company Commander explaining the decision.

Critical Rule

"A resignation in lieu of relief is processed as a relief."

Candidate Rights and Appeal (PT Guide 11-8)

For relief/dismissal considered for motivational, disciplinary, or academic reasons:

Notification and Acknowledgment (11-8.a)

Per TR 350-18, para 3-30 and AR 350-1, para 3-14e, the PT notifies the student in writing using DA Form 4856:

  • The proposed action
  • The basis for the action
  • The consequences of disenrollment
  • The candidate's right to appeal

The candidate must acknowledge by written endorsement within 2 duty days of receiving the notification. The endorsement indicates whether the student intends to appeal.

The Appeal Window (11-8.a)

Any appeal must be submitted within 7 duty days after receipt of the written notification by the battalion commander. Appeals go to the school commandant or commander.

Appeal Processing (11-8.a.(1))
  • Appeals forwarded to the commandant/commander
  • Referred to the OSJA to determine legal sufficiency
  • Commandant makes final decision after considering OSJA recommendation
  • If no OSJA available, appeal is forwarded to the commander with GCMCA for review
While Appealing (11-8.a.(2))

"Students who elect to appeal will remain actively enrolled in the course pending disposition of their appeals." — IAW TRADOC Reg 350-18, para 3-30

Resign in Lieu of Relief (11-8.b)

Counseled as an option, but voids any appellate rights and may not better the candidate's chances of returning to OCS. Does NOT apply to academic relief/removal from training.

Appeal Packet and Final Decision (11-8.c–j)

Appeal Packet Contents (11-8.c)

Appeal consideration memorandum plus, at minimum:

  • Third-party statements
  • Statements from the chain of command
  • Other official documents or evidence

(Local OSJA may require more.)

Processing Chain
  1. RTI Commander ensures the packet is complete and coordinates for OSJA review (11-8.d)
  2. OSJA reviews for legal sufficiency and recommends (11-8.e)
  3. RTI Commander makes the final decision after considering the OSJA recommendation (11-8.f)
  4. RTI Commander notifies the Approval Authority and counsels the candidate (11-8.g)
11-8.h

"The decision of the RTI Commander is final."

If Appeal Is Lost (11-8.i)

The candidate is relieved from training, out-processed per local SOP, and returned to their home state for further disposition.

Records (11-8.j)

All relief paperwork is maintained by the OCS Battalion with a copy sent to the candidate's home state. Relief/disenrollment paperwork is maintained for 2 years IAW TRADOC Reg 350-18 para 3-25b, then destroyed IAW AR 25-400-2.

Source

PT Guide, 15 Nov 2024 — Ch 11 Officer Candidate Relief, Recycle, and Resignation
  • 11-1 Purpose; 11-2 Scope
  • 11-3 Definitions (Relief from Current Phase, Relief from OCS Program, Recycle, Resignation)
  • 11-4 Approval Authority (first O-5 in home state; relief with or without prejudice)
  • 11-5 Removing Soldier from POI Training (only approval authority; OCs continue POI until final disposition)
  • 11-6 Recommendations/Procedures (two-counseling requirement; company commander concur/non-concur; grounds for recycle vs relief)
  • 11-7 Candidate Resignations (PT responsibilities; withdrawing; "resignation in lieu of relief is processed as a relief")
  • 11-8 Candidate Rights (DA 4856 notification; 2-day acknowledgment; 7-day appeal window; OSJA; RTI Commander decision is final)
  • AR 350-1 — Training and Leader Development (disenrollment procedures)
  • TR 350-18, paras 3-25b, 3-30 — records retention and appeal procedures
  • AR 25-400-2 — records disposition
  • AR 600-8-2 — Suspension of Favorable Personnel Actions (Flag)
  • AR 601-280, AR 140-111, NGR 600-100 — bars to reenlistment
  • ARNG OCS CMP, 01 Jan 2024 — Ch 6 (reasons for relief from current phase)

Graduation Requirements and Class Honors

New Platoon Trainers must know what success looks like from day one. This slide tells you what a candidate has to do to graduate — and what the top performers compete for at the finish line.

PT Guide 10-1

"Only the best-qualified candidates graduate from OCS. A candidate who cannot meet the required standards must not be allowed to graduate with their class."

Prescribed by NGR 600-100 and the OCS CMP.

Graduation Requirements (PT Guide 10-2)

Academics (10-2.a)

Pass all written examinations or retests. Candidates may retest once. Under exceptional circumstances, the BN/RTI Commander may authorize one additional retest if the candidate demonstrates outstanding leadership potential.

Academic Probation

3 failed written exams → academic probation (counseled on DA Form 4856)

4 failed written exams → recommended to BN Commander for possible relief

Land Navigation (10-2.a.(2))

Must pass the night into day land navigation course. One retest; BN Commander may authorize one additional retest. Phase I completion requirement.

Physical Fitness (10-2.b)

After 01 October 2022, candidates must pass the standard, for-record ACFT before Phase I and during Phase II.

Foot Marches (10-2.b.(1))
PhaseDistanceTime
I6 miles105 min
II9 miles157.5 min
II12 miles210 min
4-Mile Run (10-2.b.(2))

Complete a four-mile formation run without assistance in 36 minutes (9-min pace). One retest before end of Phase II. Uniform: IPFU.

Graduation Requirements (continued)

Leadership (PT Guide 10-2.c)

Candidates must demonstrate improvement in leadership performance throughout the course based on the cadre chain of command's assessment.

  • Phase I and Phase II (10-2.c.(1)) — minimum one evaluation per phase. Candidate must attain an "E" or "S" to graduate Phase II. OCS company commanders should review packets to ensure this requirement is met.
  • Phase III (10-2.c.(2)) — minimum two evaluations: the LRC and FLX II Operations. Candidate must attain an "E" or "S" during FLX II Operations to graduate Phase III.
Training Attendance (PT Guide 10-2.d)

Candidates who miss or cannot actively participate in 8 or more hours of scheduled training may be recommended for recycle.

Only the Battalion Commander can make exceptions to this policy.

The Honor Awards System (PT Guide 12-2, 12-3)

Three honor graduate awards (given individually)
  • Distinguished Honor Graduate (the Erickson Trophy recipient)
  • Second Honor Graduate
  • Third Honor Graduate
Plus three separate awards
  • Academic Award
  • Physical Fitness Award
  • Leadership Award
PT Guide 12-2

"Any system that awards honors must be devoid of any impropriety or any appearance of impropriety."

The Four Weighted Components (PT Guide 12-3)
ComponentWeightCalculation
Academic average (10 exams, incl. land nav)25%Retests count as 70%
ACFT #225%Score ÷ 6 = % (max 100%). Failed & retested = not eligible
Leadership evaluations30%E = 100%, S = 85%, N = 69%; averaged across all rated leadership positions
Peer evaluations20%Ranked within group; 2 percentage points per rank
Disqualifier (12-3)

"Any candidate that failed any of the three major areas and had to retest, excluding leadership evaluations, will not be in the running for an honor award." A "not satisfactory" on a leadership evaluation does NOT disqualify from honor award consideration.

Worked Example (PT Guide 12-4)

OC Smith's four component scores:

ComponentRaw× WeightWeighted
Academic average91.8%× 0.2522.95
ACFT #2 (596 ÷ 6)99.3%× 0.2524.825
Leadership evaluations (N,S,S,S,E,S,E → 609/7)87%× 0.3026.10
Peer evaluations94%× 0.2018.80
Overall92.675%
Rank-ordered by overall percentage
  • 1st place → Distinguished Honor Graduate (Erickson Trophy)
  • 2nd place → Second Honor Graduate
  • 3rd place → Third Honor Graduate
Other Individual Awards

Academic, PT, and leadership awards are determined by their own component without the weighting formula. A candidate who failed and retested any of those events is not eligible for that individual award.

The Erickson Trophy (PT Guide 12-6)

The Distinguished Honor Graduate — top candidate in each state OCS class. Presented by the authority of the Department of the Army and the Air Force, National Guard Bureau and signifies distinguished leadership and academic ability.

The Namesake — MG Edgar C. Erickson
  • Enlisted in the Massachusetts National Guard in April 1914
  • Served on the Mexican Border in 1916
  • Commissioned a 2LT in 1917; served with the 26th Division in France 1917–18
  • Adjutant General of Massachusetts (1939–1942)
  • Accepted a demotion to Colonel in 1942 to go on active service in the infantry
  • Liaison officer with the Chinese Nationalist Army for the remainder of WWII
  • Chief, National Guard Bureau 23 June 1953 – 31 May 1959
The Trophy

A replica of the "Sons of Liberty" Bowl — designed and executed by Paul Revere in 1768, seven years before the Revolution. Commissioned by fifteen members of the Massachusetts "Sons of Liberty" to honor members of the Massachusetts Bay House of Representatives who defied the King's order to rescind their protest against taxation without representation.

"Since the National Guard traces its history back through this period of time, it was felt that the 'Sons of Liberty' Bowl would be most appropriate and would also most suitably honor the man who did so much for the National Guard and the establishment of the State Officer Candidate Schools."

Source

  • PT Guide, 15 Nov 2024
    • Chapter 10 — Graduation Requirements: 10-1 General (OCS mission; only best-qualified graduate); 10-2 Graduation Requirements (Academics, Physical Fitness, Leadership, Training attendance)
    • Chapter 12 — OCS Graduation Honors: 12-1 General; 12-2 Determining Class Honors/Awards (devoid of impropriety); 12-3 Components of the Honor Awards System (25/25/30/20 weighting); 12-4 Honor Graduate and Graduating with Honors (weighted overall formula); 12-5 Class Awards other than Honor (Academic, PT, Leadership); 12-6 Erickson Trophy Recipient / Distinguished Honor Graduate
  • NGR 600-100 — graduation requirements
  • ARNG OCS CMP, 01 Jan 2024 — prescribed graduation requirements
  • ARNG OCS ISAP, 01 Jan 2024 — assessment framework and honors alignment

Common Pitfalls for New Platoon Trainers

Most new-PT pitfalls trace back to not adjusting the PT image across the three OCS status phases (PT Guide 2-8, 2-15, 2-20).

  • Inconsistent enforcement of standards — PT Guide 2-4 bullet 5: "Teach then Test." If you haven't taught it, you can't penalize them for not knowing it. But once it's taught, the standard is absolute.
  • Allowing personal bias to influence evaluations — PT Guide 4-11.d.(2): back every observation with facts, not opinions.
  • Failing to document counseling or corrective actions — LER, Self-Assessment, In-Brief, and associated LORs must be filed in the Candidate Training Record (PT Guide 4-12.b, 3-14). See Counseling & Feedback.
  • Not adjusting your image as the class progresses — the hard-charging basic-status posture (2-8) that works in week 1 will damage your candidates in senior status (2-20). See OCS Environment & Phases.
  • Pulling candidates out of POI training to counsel them — explicitly prohibited by PT Guide 6-3.b.
  • Owning a candidate's personal problems — PT Guide 4-14.c prohibits it. Help them take initiative; refer them to Senior PT / 1SG / Commander / Chaplain.
  • Arguing with a candidate during counseling — PT Guide 4-11.d.(3): "Counseling is not a debate." When in doubt between fair and firm, yield to fair.
  • Disrupting instruction or turning breaks into PT periods — PT Guide 6-3.b: don't do it.
  • Failing to escalate serious or repeated issues — relief/recycle/resignation decisions are not yours alone. See Limitations and Relief, Recycle, and Resignation.
  • Using corrective measures as punishment or hazing — AR 600-20 4-6b(1) sets the ceiling; PT Guide 4-14.b frames the purpose. See Legal Compliance.
  • Creating ethical dilemmas for the OC — PT Guide 5-1.c list: "I don't care how you get it done, just do it" / "There is no excuse for failure" / setting impossible goals / covering up errors. See Ethical Leadership.
  • Perceived fraternization — "perceived appearance" is as prohibited as actual. PT Guide 1-7.

Reflection prompt: At the end of each IDT, ask yourself — did I adjust my image to match where this class is in its progression? Am I still acting like it's day one of basic status when they're halfway to senior?

Source

PT Guide, 15 Nov 2024
  • Image of the Platoon Trainer across phases: 2-8 (Basic), 2-15 (Intermediate), 2-20 (Senior)
  • 2-4 Five characteristics of the OCS environment (including Teach then Test)
  • 4-11.d Counseling is not a debate; facts over opinion
  • 4-12.b Documentation and filing
  • 4-14.c Never own the candidate's personal problems
  • 5-1.c Don't create ethical dilemmas for OCs
  • 6-3.b Do not disrupt instruction; do not pull OCs from POI for leadership counseling
  • AR 600-20, para 4-6b(1) — corrective training limits

Legal Compliance and Regulatory Framework

As a TAC officer, you must operate within the legal framework established by federal law, Department of Defense directives, and Army regulations. Understanding these requirements is essential for effective and lawful leadership.

🇺🇸 Federal Law

Key Statutes:

  • Uniform Code of Military Justice (UCMJ)
  • Civil Rights Act of 1964
  • Americans with Disabilities Act (ADA)
  • Lautenberg Amendment (Gun Control Act)
  • Family and Medical Leave Act (FMLA)

Compliance Requirements:

  • Due process rights
  • Equal opportunity
  • Reasonable accommodation
  • Domestic violence reporting
  • Protected activities
📜 Army Regulations

Primary Regulations:

  • AR 600-20 (Army Command Policy)
  • AR 600-8-19 (Officer Professional Development)
  • AR 27-10 (Military Justice)
  • AR 635-200 (Personnel Separations)
  • AR 350-1 (Training and Leader Development)

Key Areas:

  • Command authority
  • Corrective training
  • Military justice
  • Administrative separations
  • Training safety

Command Authority and Legal Boundaries

Sources of Authority

Legal Authority
  • Constitutional: Article I, Section 8
  • Statutory: UCMJ, Title 10 USC
  • Regulatory: AR 600-20, para 4-6
  • Delegated: Chain of command
Scope of Authority
  • Personnel: Under your command
  • Geographic: Assigned area
  • Functional: Specific duties
  • Temporal: Duration of assignment
Authority Limitations
  • Legal: Cannot violate law
  • Regulatory: Must follow regulations
  • Proportional: Must be reasonable
  • Due Process: Must be fair
Delegation Principles
  • Clear: Specific instructions
  • Appropriate: Suitable level
  • Accountable: Maintain responsibility
  • Supervised: Monitor execution
Legal Boundaries Matrix
ActionLegalRegulatory AuthorityApproval Required
Corrective TrainingAR 600-20, para 4-6bCompany CommanderNone (within limits)
CounselingAR 600-8-19TAC OfficerNone
Administrative ActionAR 635-200Battalion CommanderYes
Non-Judicial PunishmentUCMJ Art 15Company CommanderYes
Court-MartialUCMJConvening AuthorityYes

Equal Opportunity and Civil Rights

Equal Opportunity (EO) violations occur when personnel are treated differently based on protected characteristics.

⚖️ Federal Protected Classes

Protected Categories:

  • Race
  • Color
  • Religion
  • Sex
  • National origin
  • Age (40+)
  • Disability
  • Genetic information

Legal Basis:

  • Civil Rights Act 1964
  • Americans with Disabilities Act
  • Age Discrimination Act
  • Genetic Information Nondiscrimination Act
🏛️ DoD Protected Classes

Additional Categories:

  • Sexual orientation
  • Gender identity
  • Parental status
  • Marital status
  • Political affiliation (limited)

Legal Basis:

  • DoD Directive 1020.02E
  • Executive Orders
  • Service regulations
🚫 Prohibited Actions

Unlawful Discrimination:

  • Disparate treatment
  • Harassment
  • Retaliation
  • Hostile environment
  • Failure to accommodate

Examples:

  • Biased evaluations
  • Exclusion from opportunities
  • Offensive comments
  • Unequal punishment
  • Denial of religious needs

Religious Accommodation

Accommodation Process
  1. Request: Candidate submits request
  2. Review: Assess impact on mission
  3. Decision: Approve or deny with rationale
  4. Appeal: Process available if denied
  5. Monitor: Ensure compliance
Common Accommodations
  • Religious dietary needs
  • Worship time/schedule
  • Uniform modifications
  • Grooming standards
  • Holy day observances
Approval Criteria
  • Compelling Government Interest: Mission impact
  • Least Restrictive Means: Minimal burden
  • Unit Readiness: Operational capability
  • Safety: No increased risk
  • Uniformity: Discipline and morale
Documentation Requirements
  • Written request
  • Impact assessment
  • Decision rationale
  • Appeal process
  • Monitoring plan

Harassment Prevention and Response

Types of Harassment
🎯 Discriminatory Harassment

Definition: Unwelcome conduct based on protected characteristics that creates hostile environment

Elements:

  • Based on protected category
  • Unwelcome conduct
  • Severe or pervasive
  • Creates hostile environment
  • Interferes with performance

Examples: Racial slurs or jokes, religious mockery, gender-based insults, sexual comments, disability ridicule

⚠️ General Harassment

Definition: Bullying, hazing, or other conduct that undermines dignity and respect

Behaviors:

  • Hazing activities
  • Bullying conduct
  • Cyber harassment
  • Retaliation
  • Ostracism

Impact: Undermines trust, degrades readiness, violates Army ethic, creates hostile climate, affects performance

Harassment Response Procedures

1 — Intake & Triage

Harassment Complaint → Assess Severity → Immediate action needed?

If YES — Immediate Action

Take immediate action → Ensure safety → Separate parties → Notify chain of command → (proceed to investigation)

2 — Investigation

Begin investigation → Gather evidence → Interview witnesses → Document findings → Make determination

3 — Determination

Harassment occurred?

YES → Corrective action → Monitor for retaliation

NO → Close case → Document resolution

Due Process and Administrative Actions

Procedural Due Process
  • Notice: Adequate information about allegations
  • Opportunity: Chance to respond and present evidence
  • Impartial: Neutral decision-maker
  • Timely: Reasonable time to prepare
  • Record: Documentation of proceedings
Administrative Actions
  • Counseling: Developmental guidance
  • Reprimand: Formal disapproval
  • Relief: Removal from position
  • Separation: Discharge from service
  • Reduction: Grade/rank decrease
Constitutional Rights
  • Fifth Amendment: Self-incrimination protection
  • Sixth Amendment: Right to counsel (criminal)
  • Fourteenth Amendment: Equal protection
  • First Amendment: Speech/religion (limited)
  • Fourth Amendment: Search/seizure
UCMJ Rights
  • Article 31: Rights warning
  • Article 32: Preliminary hearing
  • Article 38: Right to counsel
  • Article 46: Opportunity to obtain witnesses
  • Article 44: Former jeopardy
Administrative vs. Punitive Actions
AdministrativePunitive
Purpose: Correct/separatePurpose: Punish misconduct
Standard: PreponderanceStandard: Beyond reasonable doubt
Counsel: Not requiredCounsel: Required if requested
Appeal: LimitedAppeal: Extensive
Record: Service recordRecord: Criminal record

Privacy and Information Security

Privacy Act Requirements
🔒 Personal Information

Protected Information:

  • Social Security Numbers
  • Medical records
  • Financial information
  • Family details
  • Performance evaluations
  • Investigation records

Handling Requirements:

  • Need-to-know basis
  • Authorized access only
  • Secure storage
  • Proper disposal
  • Incident reporting
📤 Information Sharing

Authorized Sharing:

  • Official duties
  • Chain of command
  • Legal requirements
  • Emergency situations
  • Consent provided

Prohibited Sharing:

  • Personal gain
  • Unauthorized personnel
  • Social media
  • Gossip/rumors
  • Discrimination purposes

Information Security Classification

Classification Levels
  • Unclassified: General information
  • For Official Use Only: Sensitive but unclassified
  • Confidential: Could damage national security
  • Secret: Could seriously damage national security
  • Top Secret: Could gravely damage national security
Handling Requirements
  • Storage: Appropriate containers
  • Transmission: Secure methods
  • Disposal: Proper destruction
  • Access: Cleared personnel only
  • Marking: Clear identification
Common Violations
  • Unauthorized Disclosure: Sharing classified information
  • Improper Storage: Inadequate security
  • Spillage: Classified on unclassified systems
  • Commingling: Mixing classification levels
  • Transmission: Unsecured communications
Consequences
  • Administrative: Reprimand, loss of clearance
  • Non-judicial: Article 15 punishment
  • Criminal: Court-martial, federal prosecution
  • Civil: Monetary penalties
  • Career: Separation, blocked promotion

Reporting Requirements and Mandatory Actions

Mandatory Reporting Requirements
🚨 Criminal Activity

Must Report: Felony offenses, domestic violence, child abuse, sexual assault, drug offenses, theft/fraud

Reporting Timeline: Immediate (serious crimes), 24 hours (significant incidents), 72 hours (comprehensive report)

Reporting Chain: Immediate supervisor, military police, Criminal Investigation Division, legal office

⚠️ Safety Incidents

Must Report: Class A incidents (fatality), Class B incidents (hospitalization), Class C incidents (lost duty time), near-miss events, equipment failures, environmental incidents

Reporting Requirements: Immediate notification, preliminary report, detailed investigation, corrective actions, lessons learned

🔐 Security Violations

Must Report: Classified spillage, unauthorized disclosure, security breaches, suspicious activity, foreign contact, compromise incidents

Reporting Channels: Security manager, counterintelligence, chain of command, incident reporting system, legal office

⚖️ Equal Opportunity

Must Report: Discrimination complaints, harassment allegations, retaliation incidents, hostile environment, civil rights violations, bias-related incidents

Reporting Process: EO advisor, chain of command, Inspector General, legal assistance, external agencies

Failure to Report Consequences

Administrative Consequences
  • Reprimand: Formal disapproval
  • Relief: Removal from position
  • Evaluation: Negative performance rating
  • Training: Remedial instruction
  • Counseling: Corrective action
Legal Consequences
  • UCMJ: Article 92 (failure to obey order)
  • Article 134: General article
  • Accessory: After the fact
  • Obstruction: Justice interference
  • Criminal: Federal prosecution
Career Consequences
  • Promotion: Blocked advancement
  • Assignment: Limited opportunities
  • Retention: Separation action
  • Clearance: Loss of security clearance
  • Reputation: Professional standing
Prevention Strategies
  • Training: Regular updates
  • Awareness: Current requirements
  • Resources: Available support
  • Documentation: Proper records
  • Consultation: Legal advice

Legal Resources and Support

Available Legal Resources
🏢 Internal Resources

Chain of Command:

  • Immediate supervisor
  • Company commander
  • Battalion commander
  • Brigade commander
  • Staff Judge Advocate

Support Personnel:

  • Legal assistance officer
  • Equal opportunity advisor
  • Chaplain
  • Inspector General
  • Military police
🌐 External Resources

Military Resources:

  • Defense Legal Services
  • Military Justice Division
  • Inspector General hotline
  • Equal Employment Opportunity
  • Congressional inquiries

Civilian Resources:

  • Department of Justice
  • Equal Employment Opportunity Commission
  • American Civil Liberties Union
  • State licensing boards
  • Private attorneys

When to Seek Legal Advice

Mandatory Consultation
  • Criminal allegations: Against you or subordinates
  • Civil rights complaints: Discrimination or harassment
  • Administrative separations: Involuntary discharge
  • Security incidents: Classified information
  • Congressional inquiries: Official investigations
Recommended Consultation
  • Complex disciplinary actions: Unusual circumstances
  • Policy interpretations: Unclear regulations
  • Ethical dilemmas: Moral conflicts
  • Media inquiries: Public attention
  • Civilian interaction: External agencies
Consultation Process
  1. Identify Issue: Clearly define problem
  2. Gather Information: Collect relevant documents
  3. Schedule Appointment: Contact legal office
  4. Prepare Questions: Specific concerns
  5. Follow Advice: Implement recommendations
Documentation Requirements
  • Request: Written request for advice
  • Background: Detailed situation
  • Questions: Specific legal issues
  • Timeline: Urgency and deadlines
  • Follow-up: Implementation plan

Remember: When in doubt, seek legal advice. It's better to ask and be certain than to act without proper authority and face consequences later.

OCS-Specific Layer on Top of Army-Wide Law

Everything on the prior slides applies to every Army leader. On top of that, Platoon Trainers are bound by OCS-specific rules that are more restrictive than the baseline:

PT Guide 1-7 — Cadre/Candidate Fraternization

Prohibited: sexual relationships, PDA, close dancing, handholding, touching, kissing, or similar contact. Cadre-cadre and candidate-candidate fraternization also unacceptable. "Perceived appearance of preferential treatment or partiality" is enough to trigger investigation.

OCS SOP, para 4-5

Parallel fraternization rule for cadre.

PT Guide 1-7.d — Investigation Authority

The first LTC in the chain of command may remove any PT suspected of fraternization from their duty position and appoint a 15-6 investigating officer. Disciplinary authority resides with the PT's home-state chain of command.

PT Guide Ch 5 — Honor Code

"An officer candidate does not lie, cheat, or steal, nor tolerate those who do." See Ethical Leadership.

PT Guide 4-14.b.(1) — Rights Warning

If the commander will possibly take disciplinary action, the PT must ensure the accused Soldier is advised of their right to remain silent before discussing the incident.

AR 600-20 para 4-6b(1) — Corrective Training Ceiling

1 exercise, 5 repetitions max. See Corrective Training.

Source

  • PT Guide, 15 Nov 2024 — 1-7 Fraternization; Ch 5 Honor Code; 4-14.b.(1) Rights warning
  • OCS SOP, 01 Mar 2025 — para 4-5 Cadre/Candidate Fraternization; para 4-6 Candidate/Candidate Fraternization
  • AR 600-20 — Army Command Policy (para 4-6b corrective training limits)
  • AR 27-10 — Military Justice
  • AR 600-8-19 — Officer Professional Development
  • AR 635-200 — Personnel Separations
  • UCMJ — Articles 31, 32, 38, 44, 46, 92, 134
  • FM 6-22 — Army Leadership

Scenario-Based Training

  • Use realistic scenarios to reinforce learning and decision-making.
  • Rotate leadership roles to develop adaptability.
  • Encourage candidates to plan, execute, and review missions.
  • Provide immediate feedback and facilitate after-action reviews (AARs).
  • Adapt scenarios to address observed weaknesses or training gaps.

Tip: Always conduct a structured debrief to maximize learning from each scenario.

Conclusion

Key Takeaways & Action Items

🔧 Technical Skills

Achieved:

  • Evaluation methodology
  • Corrective training procedures
  • Risk management protocols
  • Documentation standards

Application:

  • Conduct fair evaluations & proper corrective actions
  • Maintain safety standards; document actions properly
👨‍💼 Leadership Skills

Developed:

  • Coaching, mentoring, conflict resolution
  • Team building & communication
  • Ethical decision-making

Application:

  • Mentor candidates effectively
  • Resolve conflicts constructively; communicate clearly

THANK YOU

Excellence in Teaching, Advising, and Counseling

"The strength of the Army lies in the quality of its leaders."

Your role as a TAC officer is fundamental to developing the next generation of Army leaders.

Unofficial · Compiled by Matt Wagner · Always consult current Army regulations & your chain of command