When to Use Competence:

What does competence mean? Competence is a noun. It refers to the ability to

do something, usually at a basic or acceptable level. One who

develops competence in a trade can work in that trade at a level basically

equivalent to most peers.

For example,

 It took Eveline several years to develop competence in welding to the point

where her foreman allowed her to do the task unsupervised.

 After details of the sordid affair came to light, many questioned the Prime

Minister’s competence in comporting himself with dignity.

 Interestingly, Cuddy says that most people, especially in a professional

context, believe that competence is the more important factor. –Business

Insider

The related adjective is competent; like in the phrase he was competent, but not

outstanding.

Like so many English words, competent can be traced back through Middle

English to origins in Latin, where it was related to a verb equivalent to the

English compete.

Competence is the set of demonstrable characteristics and skills that enable,

and improve the efficiency of, performance of a job. The term "competence" first
appeared in an article authored by R.W. White in 1959 as a concept for
performance motivation. In 1970, Craig C. Lundberg defined the concept in
"Planning the Executive Development Program". The term gained traction when
in 1973, David McClelland wrote a seminal paper entitled, "Testing for
Competence Rather than for Intelligence". It has since been popularized
by Richard Boyatzis and many others, such as T.F. Gilbert (1978) who used the
concept in relationship to performance improvement. Its use varies widely, which
leads to considerable misunderstanding.

Some scholars see "competence" as a combination of practical and

theoretical knowledge, cognitive skills, behavior and values used to improve
performance; or as the state or quality of being adequately or well qualified,
having the ability to perform a specific role. For
instance, management competency might include systems thinking
and emotional intelligence, and skills in influence and negotiation.

Studies on competency indicate that competency covers a very complicated and

extensive concept, and different scientists have different definitions of
competency. In 1982, Zemek conducted a study on the definition of competence.
He interviewed several specialists in the field of training to evaluate carefully
what makes competence. After the interviews, he concluded: "There is no clear
and unique agreement about what makes competency."

When to Use Competency

What does competency mean? Competency is an alternative version
of competence. Many sources consider it to be a needless variant, since it
means the same thing: a basic ability to do something.
Competency often appears in professional jargon, where annual performance
reviews and professional development checklists refer to concepts
like professional competency. In this sense, competency refers to an area in
which one has been professionally trained.
The term also has a legal sense, competency to appear in court, which means
that a person is able to function at a basic level in a courtroom. A person who
has a severe mental disability, for instance, might be impaired to the extent that
she would be considered legally incompetent.
Here are some sentences that use competency correctly,
 The National Association of School Psychologists identifies ten
competencies that trainees must possess in order to practice in the field.
 A psychiatrist examined Eleanor and determined that she possessed
competency to appear in court.

What is a Competency?
Competency: The combination of observable and measurable
knowledge, skills, abilities and personal attributes that contribute to enhanced
employee performance and ultimately result in organizational success. To
understand competencies, it is important to define the various components of
competencies.

 Knowledge is the cognizance of facts, truths and principles gained from

formal training and/or experience. Application and sharing of one's
knowledge base is critical to individual and organizational success.

 A skill is a developed proficiency or dexterity in mental operations or

physical processes that is often acquired through specialized training; the
execution of these skills results in successful performance.
  Ability is the power or aptitude to perform physical or mental activities that
are often affiliated with a particular profession or trade such as computer
programming, plumbing, calculus, and so forth. Although organizations
may be adept at measuring results, skills and knowledge regarding one's
performance, they are often remiss in recognizing employees' abilities or
aptitudes, especially those outside of the traditional job design.

 Individual attributes are properties, qualities or characteristics of

individuals that reflect one's unique personal makeup. Individual
attributes are viewed as genetically developed or acquired from one's
accumulated life experiences. Although personal characteristics are the
most subjective of the components, a growing, significant body of research
links specific personality traits to successful individual and organizational
performance.

 Individually recognizing and rewarding any of these sources of expertise

provides a strong basis for individual performance engagement. However,
it is their combination that results in the unleashing of resources that are
all too frequently untapped.

When utilizing competencies, it is important to keep the following in mind:

 Competencies do not establish baseline performance levels; rather they are

used to raise the bar on employee performance. They provide employees
with road maps to increase their capabilities incrementally.

 Competencies focus on an organization's culture and values. Consequently

NU has selected a unique set or combination of competencies that support
and facilitate its mission.

 Competencies reflect the organization's strategy; that is, they are aligned to
short- and long-term missions and goals.
  Competencies focus on how results are achieved rather than merely the
end result. In this manner they bridge the gap between performance
management and employee development and are an integral component of
personal development plans.

 Competencies close skill gaps within the organization.

 Competency data can be used for employee development, compensation,

promotion, training and new hire selection decisions.

List of Core Competencies

Accountability
Accepts responsibility for own actions and decisions and demonstrates
commitment to accomplish work in an ethical, efficient and cost-effective
manner.

Adaptability
Adjusts planned work by gathering relevant information and applying critical
thinking to address multiple demands and competing priorities in a changing
environment.

Communication
Effectively conveys information and expresses thoughts and facts. Demonstrates
effective use of listening skills and displays openness to other people's ideas and
thoughts.

Customer/Quality Focus
Anticipates monitors and meets the needs of customers and responds to them in
an appropriate manner. Demonstrates a personal commitment to identify
customers' apparent and underlying needs and continually seeks to provide the
highest quality service and product to all customers.

Inclusiveness
Fosters respect for all individuals and points of view. Interacts appropriately with
all members of the campus community, campus visitors and business and
community partners without regard to individual characteristics. Demonstrates a
personal commitment to create a hospitable and welcoming environment.

Leadership
Communicates the University's vision in ways that gain the support of others.
Mentors, motivates and guides others toward goals.

Occupational Knowledge/Technology
Orientation
Demonstrates the appropriate level of proficiency in the principles and practices
of one's field or profession. Demonstrates a commitment to continuous
improvement, to include understanding and application of technology (hardware,
software, equipment and processes).

Team Focus
Works cooperatively and effectively with others to achieve common goals.
Participates in building a group identity characterized by pride, trust and
commitment.
Trick to Remember the Difference

In most situations, you

should stick with competence as a noun meaning a basic ability to do
something. Competency is a variant that has found a home in some professional
and legal contexts, but as a word, it is largely unnecessary.
Competence vs. Competency Check: Since competency and silly both contain
the letter Y, remember that competency is a silly word so that you will always
know to use competence unless you have a good reason to do otherwise.

Summary
Is it competence or competency? Competence and competency are variants
of a noun that means a basic ability to perform a task.
 Competence is the better choice.
 Competency is used in some professional and legal contexts.