Absence Recording: DR Doesn’t Mean Doctor
When I became a manager at SHU, I discovered that many SHU managers believed “DR” on absence records stood for “doctor”. I’ve heard it from new managers and experienced managers alike. The problem is that it doesn’t. DR stands for “disability related”, and misunderstanding that distinction can affect how absence is recorded and understood across the University.
When you become a manager at SHU there doesn’t appear to be a new manager induction process. There is instead an assumption that you will seek out information and training but not everyone does this. With the ongoing reductions in staff it is likely that time pressures will further hinder managers’ ability to take those proactive steps. Due to the way absences are recorded at SHU your manager will be in the position of choosing the most appropriate reason for that absence. For each reason there is a corresponding DR related reason. If managers are unaware that DR denotes disability related absence, there is a risk that absence data may not accurately reflect the extent of disability related absence across the university.
To quote the SHU sickness absence guidance “7.3 When recording absence on the HROD portal, there will be two drop-down lists of sickness absence reasons. The first list is to record non-disability related absence. The second list is annotated with a DR (disability related) after the absence reason. This list should be used for any absence that occurs as a result of an employee’s disability. “
Personally I believe that having my absences accurately recorded as Disability Related helps ensure that the impact of my condition is visible and properly understood if I need to discuss reasonable adjustments in the future.
Accurate absence recording is one aspect of how the University recognises and supports disability in the workplace. Another is Disability Leave, which exists to help disabled colleagues maintain their health, wellbeing and attendance at work.
Disability Leave
Although Disability Leave is not a statutory entitlement, it is often viewed as a practical way for employers to support staff with disabilities and may, in some circumstances, form part of a wider package of reasonable adjustments. SHU does offer Disability Leave and describes it as “paid time away from work to enable staff with a disability to maintain their health, well-being and their workplace attendance through accessing interventions which may not be covered by other agreed time off arrangements.” The guidance also notes that this is not intended to cover frequent or ongoing appointments. While Disability Leave exists as a formal provision, access to it relies on managerial discretion. The guidance states that line managers have discretion to authorise Disability Leave after balancing support for the member of staff with the needs of the University.
Staff Disability Network discussions have repeatedly highlighted that experiences can vary significantly between teams and managers. Two colleagues with similar conditions and similar support needs can have very different experiences depending on where they work and who manages them. While the policy framework is the same across the University, access to support can feel very different in practice.
Returning to the ongoing reduction in staffing levels, the wording relating to disability support appears to place significant emphasis on managerial discretion: “There is not an automatic right to time off, but we would not unreasonably refuse this, subject to operational requirements.”
As operational pressures increase across the University, I do wonder whether managers will find it increasingly difficult to balance these commitments. Where policies rely on managerial discretion and operational requirements, there is a risk that staff with disabilities, and carers may face greater difficulty in accessing appropriate support.
Understanding what “DR” means may seem like a small administrative detail, but accurate recording matters. It affects how disability related absence is understood, how staff are supported, and how effectively the University can identify barriers faced by colleagues with disabilities.
At a time when workloads and staffing pressures continue to increase, ensuring managers have a clear understanding of these policies is more important than ever. Getting the code right is a small step, but it can make a meaningful difference.
For disabled colleagues, being accurately represented in the University’s systems is not simply an administrative exercise. It is part of ensuring that our experiences are recognised, understood and supported.