How to record a chef de partie video job ad

Step 1: Open with the Opportunity

Start your video by answering the question every chef de partie candidate is asking: "Will this section make me a better chef and prepare me for sous chef, or will I just be churning out the same dishes without learning anything new?" CDPs are at a crucial point in their career. They've moved beyond following instructions as a commis and now want to own a section — to be accountable for their mise en place, their service, their standards. Your job ad needs to show them what's in it for them.

This opening matters more than any other part of your video. CDPs who are good enough to hire have options. They can stay where they are, apply to your competitors, or chase that exciting opportunity at the new opening across town. The standard job ad opening ("We're looking for an experienced chef de partie to join our team") tells them nothing. Within fifteen seconds, they'll decide whether your section is worth applying for or whether they should keep scrolling.

The fundamental question CDPs ask is: what will I learn here that I couldn't learn elsewhere? Section ownership is the baseline expectation — they want that regardless. What makes one CDP role better than another is what it offers beyond section ownership: the specific skills they'll develop, the quality of the senior team they'll learn from, the progression opportunity, the reputation they'll build.

Your goal is to make them think: "This is the section I want to run."

Use this 3-part approach:

1. Lead with what they'll gain

CDPs are building their culinary foundation. They've progressed from commis — learning basics, following instruction, supporting others — to a point where they're ready to own a section. Now they want to develop the specific skills and experience that will get them to sous chef. Your opening should speak directly to what your section offers for their development.

Start with the section itself. Which section are you hiring for — fish, meat, sauce, pastry, larder, garnish? Each section develops different skills and appeals to different CDPs. A fish CDP develops precision and delicate timing. A meat CDP masters heat control and butchery. A pastry CDP builds patience and technical exactness. A larder CDP develops speed and prep organisation. Be specific about which section you're filling and what makes it a good development opportunity.

Explain what techniques they'll learn. Generic promises about "development" mean nothing. What specifically will this CDP learn on this section? Maybe it's whole fish butchery that most CDPs never get exposure to. Maybe it's classical sauce work that's disappeared from most modern kitchens. Maybe it's pastry techniques at a level they can't learn in their current role. The more specific you are about what they'll learn, the more compelling your opportunity becomes.

Consider the produce they'll work with. CDPs care about what ingredients they'll have access to. Working with premium produce — day-boat fish, estate beef, seasonal ingredients from dedicated suppliers — develops palate and technique in ways that commodity ingredients don't. If your kitchen offers access to quality produce, that's a development advantage worth highlighting.

Think about who they'll learn from. The senior team — sous chef and head chef — significantly affects a CDP's development. Will they work with seniors who actively teach and develop, or ones who just need the section covered? If your sous chef or head chef has a reputation for developing people, that's valuable. If they've come from notable kitchens and bring techniques and standards from those environments, that's worth mentioning.

2. Understand what matters to chefs de partie

CDPs have specific concerns that differ from commis chefs or sous chefs. Your job ad needs to speak to what actually drives their decisions. Understanding these priorities helps you frame your opportunity effectively.

Section ownership is the baseline. CDPs want to own their mise en place, run their section during service, and be accountable for the output. They don't want to be a senior commis still following instructions, and they don't want to be a spare pair of hands moved around wherever the gap is. If your CDP will genuinely own a section — their prep, their service, their standards — that's the starting point. If the reality is more fluid, be honest about it.

Learning and skill development typically matter most. CDPs are building toward sous chef, and they evaluate opportunities partly on what they'll learn. Will they develop new techniques they don't currently have? Will they work with produce or methods they haven't been exposed to? Will the head chef and sous chef actively teach and challenge them, or just expect execution? The strongest CDP candidates are the ones who prioritise learning over comfort.

Which specific section matters to many CDPs. Some want to specialise — building deep expertise in pastry, or meat, or fish. Others want to rotate and broaden their experience. Some sections are seen as more prestigious or challenging than others. Some are better preparation for sous chef roles. Be clear about which section you're filling and whether there's opportunity to develop across sections over time.

Commis support affects the job significantly. Will the CDP have a commis working with them, or are they running the section alone? A CDP with commis support has a different job — they're leading a small team, delegating prep, developing junior staff — compared to one who's solo on the section. Both can be good roles, but they suit different people and offer different development experiences. Be specific about what setup yours involves.

Progression visibility matters. CDPs want to see a path to sous chef. Have previous CDPs been promoted internally? Is there a pattern of development and progression, or do people tend to stay at each level for years? What would this CDP need to demonstrate to move up? Visible progression paths attract ambitious candidates; unclear paths make good people look elsewhere.

Work-life balance has become important even at CDP level. The worst hours in the industry are often worked by section chefs — first in for prep, last out after cleaning. Some kitchens have addressed this with better team structures and more manageable expectations. If your CDP role offers genuinely reasonable hours, that's a differentiator. But be honest — claiming good hours and then expecting sixty-hour weeks destroys trust.

3. Differentiate from other kitchens

A good CDP will be comparing your section to others. They might have three job ads open in different tabs. Your opening needs to give them a reason to put you at the top of the list.

Differentiation requires honesty about where you actually stand out. Every kitchen thinks they have "high standards" and "a great team." These aren't differentiators because everyone claims them. What actually distinguishes your section from others? Maybe it's the specific techniques used and what they'll learn. Maybe it's the quality of produce. Maybe it's the senior team and their track record of developing CDPs. Maybe it's genuinely better hours in an industry known for burning people out. Maybe it's a clear progression path where CDPs regularly move up to sous chef.

Be specific about what makes you different. "Great development opportunities" doesn't differentiate. "You'll learn whole-animal butchery from a head chef who spent five years at St. JOHN — we break down whole deer, pigs, and lambs weekly, and you'll be doing the butchery yourself within months" is specific and compelling. Concrete claims about what's different beat generic promises.

If you're struggling to identify differentiators, that's worth reflecting on. Either you have strengths you're not recognising (ask your current CDPs what they value), or you genuinely don't have a compelling offering and may need to address that before you recruit effectively.

Tips if you're unsure what to say

If you're finding it hard to articulate why a strong CDP should choose your section, work through these questions:

What did your last successful CDP say about why they joined? What attracted them, and what made them choose you over other options? If you've never asked, consider asking your current CDPs what drew them to your kitchen. Their language is often more compelling than anything management would write.

What have CDPs who've worked for you gone on to do? If they've progressed to sous chef — either with you or elsewhere — that's evidence of genuine development. If they've mostly moved sideways or left the industry, that tells you something too.

What does this specific section offer that other kitchens can't easily match? Is there something about the techniques, the produce, the training, or the senior team that makes this section particularly valuable for a CDP's development?

What will a CDP know and be able to do after a year here that they couldn't do when they arrived? If you can't answer this specifically, your development offer may not be as strong as you think.

Example: Fine Dining Restaurant

We're looking for a fish CDP to run our fish section — not just execute the menu, but genuinely own the station and develop skills most CDPs never get access to. Our fish arrives whole from day boats in Cornwall; you'll learn to break down everything from turbot to John Dory to Dover sole. Within six months, you'll be doing the butchery yourself, not just cooking what someone else prepped.

Our sous chef came through The River Café and brings techniques from that kitchen — whole-fish cookery, precise timing, minimal waste. She takes development seriously: weekly one-to-ones, active teaching during service, and genuine investment in getting you ready for sous chef when that opportunity comes. Our last fish CDP is now sous chef at a two-rosette place in Bristol.

If you want to build real fish skills — butchery, cookery, and sourcing knowledge — not just pan-fry fillets that arrive prepped, this is the section.

Step 2: Show Your Venue Personality

Now help candidates picture themselves working in your kitchen. CDPs know that the same section at different restaurants can be completely different experiences. Running fish at a calm fine dining restaurant is different from running fish at a high-volume brasserie. Both can be good — but candidates need to know which they're signing up for.

This section is where video particularly shines over written job ads. Text can describe your kitchen; video can show its energy. Your tone, your body language, the background visible behind you — all communicate what it actually feels like to work there in ways that words alone cannot.

Authenticity matters more than polish here. CDPs have worked in enough kitchens to detect when someone's overselling. They know every restaurant claims "a great team" and "supportive environment." They know the reality is always more complicated. When you describe your kitchen honestly — including the quirks, the challenges, what makes it imperfect — you build trust. When you present a sanitised version, you trigger scepticism.

Your goal is to help them imagine themselves working here and get excited about the environment.

Culture fit works both ways in a CDP hire. You want someone who'll thrive in your environment, and they want to know if your kitchen is somewhere they'll be happy and develop. A mismatch costs both sides — time and money for you, career time and frustration for them.

Use this 3-part approach:

1. Describe what kind of place this is

Give candidates a concrete picture of your operation so they can assess fit. Generic descriptions don't help — "established restaurant with high standards" could describe almost anywhere. Specific details let candidates self-select accurately.

What type of kitchen is this? Fine dining with tasting menus and precise technique? A brasserie with broader menus and higher volume? A gastro pub with seasonal British food? Each type offers a different experience for CDPs — different skills developed, different pace, different challenges. Be clear about which you are, because candidates have preferences.

What's the scale? How many covers per service? How many chefs in the brigade? A CDP in a small brigade might be the only person on their section, handling everything themselves. In a larger kitchen, they might have commis support and focus more on execution and quality. Both can be good, but they're different jobs.

What's the service style? Is this calm and controlled, with measured pace and precise execution? Or is it high-energy, with fast ticket times and adrenaline? CDPs who thrive in one environment may struggle in the other. Being honest about your pace helps candidates assess whether they'd enjoy it.

What's the physical kitchen like? A purpose-built space with proper equipment is different from a cramped older kitchen where you work around constraints. Some CDPs love the challenge of making a difficult space work; others want tools that enable their best work. Be honest about what they'd be walking into.

2. Share your kitchen culture

Culture is what distinguishes your kitchen from others of the same type and scale. Every fine dining kitchen does tasting menus — what makes working in yours different?

Describe the behaviours, not the values. Everyone says they value "teamwork" and "excellence." Those words are meaningless because everyone uses them. What actually communicates culture is describing what those values look like in practice. How do people talk to each other during busy service? What happens when someone makes a mistake — teaching or shouting? How does the team operate when things go wrong — blame assignment or problem-solving?

For CDPs, the section chef dynamic matters. How autonomous are CDPs on their sections? Do they have genuine ownership, or is the sous chef constantly adjusting their work? How much does the senior team trust section chefs to deliver without micromanagement? CDPs want to be trusted to run their section; how much independence does your kitchen actually give them?

Be honest about the intensity. Every kitchen has pressure, but the nature varies. Some kitchens are technically demanding but operationally calm — the challenge is executing complex dishes precisely, not managing chaos. Others are less technically complex but relentlessly high-volume. Some are both. What's yours? CDPs need to know what they're signing up for, and misrepresenting intensity guarantees disappointment.

Address retention if it tells a good story. If your CDPs tend to stay for years and leave only for promotions, that says something powerful about the culture. If turnover is higher than you'd like, be thoughtful about why before recruiting — new hires will discover the same issues that caused previous ones to leave.

3. Introduce who they'll work with

The CDP role is defined significantly by the relationships in the kitchen. They work upward with the sous chef and head chef, alongside other CDPs, and potentially downward with commis. Candidates want to know who these people are.

The sous chef relationship often matters most for a CDP's daily experience. Who is this person? What's their background — where have they worked, what have they learned? More importantly, what's their style — hands-on teacher who actively develops section chefs, or delegating manager who expects you to figure it out? Demanding perfectionist or supportive mentor? The more specifically you can describe the sous chef's approach, the better candidates can assess fit.

Describe the head chef if they're present and involved. Some head chefs are actively present in the kitchen, interacting with CDPs regularly. Others are more removed, working through the sous chef. Either can work, but candidates want to know what to expect. If the head chef has a notable background or reputation, that's worth mentioning.

Explain the brigade they'll be joining. How many other CDPs? What's the dynamic — collaborative team that supports each other, or individual sections that operate independently? Are the other CDPs experienced veterans or developing chefs? How long have people been here? A CDP joining a stable, experienced team has a different experience than one joining a brigade with high turnover.

If there's commis support for this section, mention it. Will they be working with a commis, and if so, what's that person like? Will they have responsibility for developing that commis? This changes the nature of the job and appeals to different candidates.

Tips if you're unsure what to say

The best source of authentic culture description is your current team. Ask your CDPs: What's different about working here compared to your last kitchen? What do you tell friends who ask about the job? How would you describe service on a busy Saturday? What do you appreciate most about how things run?

Listen for specific examples, not general statements. "The sous chef is helpful" is vague. "When I burned a batch of stock, she helped me remake it and then we talked through what went wrong so I wouldn't do it again" is concrete and authentic.

Think about what surprised your last hire positively. What did they discover about the culture that wasn't obvious from outside? Those surprises are often your hidden selling points.

Example: Fine Dining Restaurant

This is a 60-cover restaurant in a Victorian townhouse — tasting menus only, guests who book months ahead for special occasions. The kitchen was refurbished two years ago, so you're working with proper equipment and enough space to move. We run a brigade of eight including head chef and sous, doing 30 covers for lunch and 60 for dinner, five days a week.

The kitchen runs calm. Our head chef's been here seven years and runs things the way she wishes kitchens had been run when she was coming up: high standards without the screaming. When something goes wrong during service, the focus is on fixing it, not finding someone to blame. Mistakes get addressed — you'll know when you've got something wrong — but the approach is teaching, not punishment.

Our sous chef runs the fish and meat sections closely; she came through The River Café and brings that attention to detail. She'll be your primary point of contact for development — weekly catch-ups, active coaching during service, honest feedback on what you need to work on.

The other CDPs have been here between one and three years. It's a team that knows each other and works well together — people cover each other's gaps when service gets intense. You'd be joining a functioning team, not one that needs rebuilding.

Step 3: Paint a Picture of the Role

Give candidates a realistic preview of what their life will look like running this section. This goes beyond listing responsibilities — it's helping them feel what the rhythm of the job is actually like, day to day, service to service.

Realistic job previews are one of the most powerful tools in recruitment. CDPs who understand what they're signing up for — including the hard parts — are more likely to stay and succeed than those who were sold an idealised version. The candidates you lose by being honest weren't going to work out anyway; the ones you keep are starting with accurate expectations.

The opposite approach — overselling the role to maximise applications — backfires predictably. You get more CVs, but you also get disappointed new hires who feel misled, early turnover when reality doesn't match the pitch, and a reputation in the industry for overpromising.

Your goal is to help them imagine running this section and decide if it's right for them.

Use this 4-part approach:

1. Describe what a typical day looks like

Walk candidates through the actual rhythm of this CDP role. What does a normal day look like from arrival to end of service?

Start with arrival and prep. When does this CDP typically get in? What's the first task — checking mise en place, receiving deliveries, starting prep lists? How much prep does this section require? Some sections are prep-heavy, with hours of mise en place needed before service. Others require less prep but more focus during service. Be specific about what this section involves.

Describe the service period from this CDP's position. Where are they during lunch and dinner service? What's the flow of their tickets? How does the section interact with other parts of the kitchen — are they firing to order from the pass, or coordinating timing with other sections? What does a busy service feel like on this section — relentless tickets, or peaks and valleys?

Address the section-specific rhythm. Every section has its own character. Fish requires precise timing and careful handling; there's often a period of prep, then intense focus during service. Meat involves managing resting times and temperatures across multiple tables. Pastry might be quieter during service but intensive during prep. Larder can be relentless all through service. What's the rhythm of this specific section?

Explain how days differ. Is there a quiet day used for prep and development? What do weekends look like compared to weekdays? Are some services significantly busier than others? Most kitchens have patterns — Tuesday might be menu development day, Saturday is flat-out survival — and candidates need to understand the rhythm.

2. Explain what they'll actually own

CDPs particularly want to understand what they'll be genuinely accountable for versus where they're supporting the sous chef's work. The gap between "running a section" in title and running it in reality varies widely.

Be clear about section ownership. Does the CDP genuinely own their mise en place — deciding what's needed, prepping it themselves, being accountable for running out or wasting? Or does the sous chef set the prep lists and the CDP executes them? How much autonomy do they have to manage their own section versus following prescribed methods exactly? Some CDPs want creative freedom; others prefer clear direction. Be honest about which you're offering.

Describe their service responsibility. During service, what calls does the CDP make independently? Do they decide when their elements are ready, or does the sous chef check everything before it goes? What happens when something goes wrong on the section — is it theirs to fix, or does the sous chef step in? The answer tells candidates a lot about how much they'll be trusted.

Address prep and ordering involvement. Does the CDP input into ordering for their section, or is that handled entirely by sous chef or head chef? Can they suggest changes to prep methods, or are they executing an established system? Do they have any involvement in menu development, even informally — testing ideas, suggesting improvements? These details distinguish a developmental CDP role from a pure execution one.

Explain the commis relationship if relevant. If this CDP will have a commis working with them, what's the dynamic? Do they direct the commis's work and have responsibility for their development? Or does the sous chef manage the commis while the CDP focuses on their own cooking? Leading a commis is valuable experience toward sous chef; candidates want to know if that's part of this role.

3. Describe who they'll work with daily

The CDP role sits in the middle of the kitchen hierarchy. They work upward with senior chefs, alongside other CDPs, and potentially downward with commis. These relationships shape the job.

The sous chef relationship is usually the most important for a CDP's daily experience. How much interaction is there — constantly throughout service, or mainly in briefings? What's the style — close oversight and active teaching, or trust and independence with feedback after service? Does the sous chef actively develop CDPs, or mainly need them to deliver their section? Be specific about what this relationship looks like day to day.

Describe the head chef's involvement. Some head chefs work closely with every section, tasting and adjusting throughout service. Others work mainly through the sous chef and are less present during service. Some actively teach CDPs; others focus on the overall operation. What's your head chef's style, and how much direct interaction will this CDP have?

Address the relationship with other CDPs. Is there collaboration between sections — helping each other when one section gets slammed, coordinating on timing for dishes that involve multiple sections? Or do sections operate more independently? Is there camaraderie between the CDPs, or more of a heads-down focus on individual sections? This affects the feel of working there significantly.

If there's a commis on this section, describe them. Who is this person? What's their experience level? How much support do they provide versus how much do they need developing? A CDP inheriting a capable commis has a different job than one working with a junior who needs constant guidance.

4. Be honest about the demands

Every CDP role is demanding in some way. Being upfront about the specific challenges builds trust and attracts candidates who can genuinely handle them.

Name the particular pressures of this section. Is it technical precision — the stress of executing delicate dishes that can't be recovered if you get them wrong? Is it volume — relentless tickets with no let-up? Is it timing — the pressure of coordinating with other sections on complex dishes? Is it physical — the heat of the grill, the heavy lifting, the hours on your feet? Different sections have different demands, and candidates need to know what this one involves.

Address what CDPs typically find hardest about this section. Maybe it's the pace during busy dinner service. Maybe it's the precision required for the signature dishes. Maybe it's managing prep and service simultaneously without running out. Maybe it's learning the specific techniques used here. If CDPs have struggled with particular aspects, that's information candidates need.

Be honest about the hours. What are actual hours, not contracted hours? What time does this section typically arrive, and what time do they actually leave? Are breaks genuine, or theoretical? If the reality is long hours, say so — candidates will discover the truth after they join, and nothing destroys trust faster than hours being misrepresented.

Tips if you're unsure what to say

The best way to describe this CDP role accurately is to study it as it actually operates. If you have a current CDP on this section, ask them to walk you through a typical day in detail — not what should happen, but what actually happens.

Ask specific questions: What surprised you about this section that you didn't expect? What's the hardest part that someone outside wouldn't realise? What do you wish you'd known before you started? Where do you spend time that isn't obvious from the job title?

Think about why CDPs have left or struggled. If there's a pattern — people underestimating the prep load, struggling with the service pace, finding the hours unsustainable — that's information candidates need to make good decisions.

Example: Fine Dining Restaurant

As fish CDP, you'll typically arrive around 10am. The first hour is checking your mise en place from yesterday, reviewing what's coming in on today's fish delivery, and starting your prep list. Fish arrives whole from Cornwall around 10:30; you'll check it with the sous chef, then start the butchery — breaking down the day's whole fish, portioning, and prepping for service.

Lunch service runs 12:30-2:30pm, around 30 covers. You'll be running the fish section solo, firing to order from the pass. Fish dishes are typically the most timing-sensitive courses on the tasting menu, so you'll need to coordinate closely with meat and garnish to land everything together. After lunch there's a genuine break — 90 minutes minimum. Then prep for dinner, receiving any afternoon deliveries, and making sure you're set for a busier service.

Dinner is 6:30-10pm, 60 covers, more intense. The same coordination with other sections, but with more tables and tighter timing. You'll be plating 40-50 fish courses over the service, with peak intensity between 7:30-9pm. After service, you'll clean down your section, prep anything needed for tomorrow's mise en place, and typically finish by 11pm.

The demands are real. Fish is technically demanding — you're handling expensive, delicate produce that can't be rescued if you overcook it. The timing pressure is significant; a fish course going out late throws off the whole table. And the butchery means your prep time is longer than some sections. The trade-off is genuine skill development — you'll build fish butchery and cookery skills that most CDPs never get access to.

Step 4: Be Honest About What You Need

This section tells candidates what you're looking for — clearly, specifically, and honestly. The goal isn't to describe your fantasy ideal candidate. It's to communicate your actual requirements so the right people think "that's me" and the wrong people recognise they're not suited.

Both outcomes are good. Accurate self-selection saves everyone time. A candidate who reads your requirements and decides they're not qualified — or not interested in what you're describing — has saved themselves the effort of applying and saved you the effort of rejecting them. The candidates you want are those who read your description and think "yes, that's exactly who I am."

The common mistake in CDP job ads is listing requirements that sound good but don't reflect what actually matters. Requiring "3 years CDP experience" when you've hired excellent people with less. Demanding "fine dining background" when your best CDP came from a good brasserie. Listing every possible skill when you really care about four or five core capabilities. Inflated requirements put off qualified candidates while attracting overconfident applicants who claim things they can't deliver.

Your goal is to help the right candidates think "that's me" and the wrong candidates think "that's not for me."

Use this 4-part approach:

1. Define essential experience and skills

Be honest about what this CDP genuinely needs from day one to succeed on this section. Essential means they cannot do the job without it — not "would be nice" but actually required.

For CDP roles, the essential questions are usually: Can they run a section through a busy service? Have they managed their own mise en place and been accountable for it? Have they worked in an environment with standards similar to yours — not necessarily the same cuisine, but similar expectations for quality and precision?

Consider what section-specific skills are genuinely required. A fish CDP might need butchery experience, or you might be able to teach that. A pastry CDP might need specific technical foundations. A meat CDP might need experience with certain cooking methods. What skills genuinely can't be developed on the job versus what can you train?

The title matters less than the reality. "CDP experience required" might exclude an excellent demi chef who's been doing CDP work without the title — running a section solo when the CDP was off, taking ownership beyond their role. Conversely, someone with "CDP" on their CV might have been in a kitchen where standards were lower and the role meant something different. Focus on what they've actually done, not what their title was.

Be honest about the technical level required. This varies enormously by kitchen. Fine dining demands precision that casual dining doesn't. Specific cuisines require specific foundations. High-volume requires speed that lower-volume doesn't. What does your section actually need from someone on day one?

2. Describe what personality and attitude thrives

Technical skills get CDPs through the door, but personality and attitude determine whether they succeed in your specific kitchen. Different environments suit different people.

Avoid meaningless generic terms. Every job ad asks for someone "passionate" and "hardworking." These descriptions communicate nothing because everyone claims them. Instead, describe the specific traits that distinguish people who succeed in your kitchen from those who struggle.

Think about how your best CDPs handle key situations. When service gets intense and tickets pile up, how do good CDPs in your kitchen respond — calm focus or high-energy intensity? When the sous chef gives feedback about their section, how do successful people take it — eager to improve or defensive? When things go wrong — something burns, you run out of a component — how do people who do well here respond?

Consider the working style that fits your environment. Some kitchens run on quiet focus; CDPs who need constant communication might feel isolated. Others are highly verbal with constant call-and-response; quieter CDPs might struggle. Some expect CDPs to ask questions and seek feedback; others expect self-direction. What style actually works in your kitchen?

Describe how your successful CDPs relate to development. Do people who thrive here actively seek learning, or are they satisfied with comfortable competence? Do they respond well to being pushed, or do they need encouragement? Do they take initiative in developing their skills, or wait to be taught? The answer tells candidates whether they'd fit.

3. Be clear about what you're flexible on

Explicitly stating flexibility serves two purposes. It encourages good candidates who don't tick every box to apply. And it signals that you've thought carefully about what actually matters.

Common areas of flexibility for CDP roles: Years of experience, if capability matters more than tenure. Previous section experience specifically — maybe you'd consider someone who's run larder moving to fish if their foundations are strong. The title on their CV, if you'd consider a senior commis ready to step up. Fine dining background specifically, if you'd consider someone from a good brasserie or hotel. Cuisine experience, if technique transfers.

Be specific about trade-offs you'd make. "We'd consider someone without fish section experience if they've run another protein section well and have strong knife skills — we can teach fish butchery to someone with good foundations." "Fine dining experience isn't required if you've worked somewhere with genuine attention to quality and consistency." These statements tell candidates where there's room to make a case for themselves.

Flexibility isn't lowering your standards — it's being honest about what actually predicts success. If your best CDP hire came from an unusual background, that tells you something about what genuinely matters versus what just looks good on paper.

4. Address deal-breakers directly

If certain things absolutely won't work, say so upfront. This saves everyone time.

For CDP roles, deal-breakers typically include: Speed gaps too significant to bridge — if someone has only worked in slow-paced environments and your kitchen is high-volume, the transition might be too difficult. Technical foundations too weak for your level — if you're fine dining and someone struggles with basics, they can't learn fast enough while running service. Availability constraints that genuinely can't work with your rota.

Be careful about what you designate as deal-breaker. If you'd actually consider flexibility in practice, don't call it non-negotiable in the ad. But if something genuinely won't work — "we need availability to work Saturdays, no exceptions" — being direct about it prevents wasted applications.

Tips if you're unsure what to say

Reflect on your CDP hiring history. What did your best hires have in common? What did people who struggled or left lack? What did you think was essential that turned out not to matter? What did you overlook that turned out to be crucial?

Ask your sous chef and head chef directly: What would you never compromise on in a CDP for this section? What experience or background has proven genuinely useful versus just looking good? What personality traits make someone succeed or struggle here?

Think about failure modes. When CDPs haven't worked out on this section, what went wrong? Speed? Technique? Attitude? Ability to handle pressure? These patterns reveal what you actually need.

Example: Fine Dining Restaurant

Here's what we need:

Experience: You've run a section through busy service — owned your mise en place, delivered your dishes consistently, handled the pressure of tickets piling up. That might be as a CDP in another kitchen, or as a senior commis who's been covering CDP when they're off and is ready to step up. We care less about years than about what you've actually done. If you've run a section and been accountable for it, that's what matters.

Technical skills: Your foundations need to be solid — knife skills, cooking methods, understanding of how flavours and textures work together. For this section specifically, fish experience is ideal but not essential. If you've run another protein section well and have good knife skills, we can teach fish butchery and cooking. What we can't teach is the basics — if you're still shaky on core technique, this probably isn't the right next step.

What we're looking for in a person: You want to learn and improve, not just deliver what you already know. You take feedback well — when the sous chef adjusts your seasoning or timing, you listen and apply it rather than getting defensive. You stay calm when service gets intense; you focus harder rather than panicking. You care about details — presentation, consistency, the things that distinguish good from excellent — because they matter to you, not because someone's checking.

What we're flexible on: Previous fish section experience — we'll consider strong CDPs from other sections who want to develop fish skills. Fine dining background specifically — we'd consider someone from a good brasserie or hotel if their standards and technique are there. The title on your CV — if you've been doing CDP work as a senior commis, that counts.

What won't work: If you've only worked in very slow-paced kitchens, the adjustment to our service pace will be tough. If you struggle with feedback or being pushed to improve, our development approach won't suit you. If you're not interested in learning fish butchery and the skills this section develops, you won't get value from the role.

Step 5: Make the Offer Compelling

Now sell the package. CDPs considering your role are comparing you to other opportunities — maybe other job ads they've seen, maybe staying where they are, maybe that exciting new opening across town. Your job is to make the total value of working for you clear enough that you come out on top.

Compensation matters at CDP level, but it's rarely the only factor. The difference between CDP salaries at similar kitchens usually isn't dramatic enough to be decisive alone. What often tips decisions is the total picture: the development opportunity, the hours, the team they'll work with, the path to progression. Your job is to communicate all of this, not just lead with the number.

Transparency is increasingly expected. Hiding salary in a job ad and hoping candidates will apply anyway works less and less well. CDPs talk to each other, they have a sense of market rates, and they're sceptical of "competitive salary" (which usually means "we'd rather not say"). Being upfront about compensation signals confidence and respect for candidates' time.

Your goal is to make them think: "This is better than my other options."

Note that "better" doesn't necessarily mean "highest paid." Some CDPs prioritise development; they'd take less money to work somewhere they'll learn more. Others prioritise stability; they want reliable hours and a manageable pace. Others are optimising for progression; they want somewhere they can realistically reach sous chef. Your job is to understand what you actually offer and communicate it clearly.

Use this 5-part approach:

1. Be transparent about compensation

State the salary clearly. A range is fine, but make it a real range — "£30,000-£34,000 depending on experience" gives candidates useful information, while "£26,000-£38,000" is too wide to mean anything.

Explain the full picture. Base salary is the starting point, but CDPs want to know: Is there service charge or tips, and what do they realistically add? How is it distributed? Are there any bonuses? What's the actual, realistic total compensation someone would take home?

Be honest about where you sit in the market. If you pay above market, say so — it's a selling point. If you pay below market but offer better development or hours, acknowledge that trade-off. Candidates will figure out the market rate anyway; being upfront about your position builds trust.

2. Detail the benefits package

List specifically what you offer beyond salary. "Great benefits" is meaningless — candidates need specifics.

For CDP roles, cover: Staff meals — are they good, every shift, or an afterthought? Pension — employer contribution percentage? Holiday — how many days, and can you actually take them? Any additional perks — dining discounts, staff events?

Be specific. "Excellent staff meals" could mean anything. "Proper family meal every shift, cooked fresh rather than using up service leftovers" tells them something real. "28 days plus bank holidays, and we actually encourage you to take your holiday" is concrete.

3. Address work-life balance honestly

Hours and lifestyle matter to CDPs, many of whom have experienced the worst of the industry's demands.

Be honest about actual hours, not contracted hours. If the contract says 45 hours but the reality is 55, say 55. Candidates will discover the truth after they join, and nothing destroys trust faster than hours being misrepresented.

Describe the shift pattern clearly. What are typical start and finish times for this section? Are they split shifts or straight through? How predictable is the pattern — same days each week, or rotating? Can CDPs plan their lives around the schedule?

Address days off honestly. How many per week? Are they consecutive or split? Are they genuinely protected, or is the CDP expected to come in when short-staffed?

If your hours are genuinely better than industry standard, emphasise it. This is a significant differentiator. But only claim it if it's true.

4. Explain growth and development

CDPs are building toward sous chef, so development isn't just nice-to-have — it's often the core reason for taking one role over another.

Be specific about what development they'll receive. What specifically will they learn on this section? What techniques? What produce exposure? Will the sous chef actively teach and mentor? What formal development is there — reviews, training sessions, feedback structures?

Explain the progression path. Is there a route to sous chef at your kitchen? What does that path look like? Have previous CDPs been promoted? What would this CDP need to demonstrate to move up?

Concrete examples beat vague promises. "Our last two fish CDPs both became sous chefs — one here, one at a restaurant in Manchester" is proof you develop people. "Great development opportunities" could mean anything.

5. Differentiate from competitors

Pull together your unique selling points into a clear case for why your section beats alternatives.

Be honest about what's genuinely different. What specifically makes this opportunity stand out? The skills they'll develop? The produce they'll work with? The sous chef's approach to development? Genuinely better hours? A clear progression path? Whatever it is, name it.

Don't claim advantages you don't have. If your hours are standard, don't pretend they're exceptional. If your pay is market rate, don't act like it's generous. Overclaiming undermines trust.

Tips if you're unsure what to say

Ask yourself: Why do your best CDPs work here? If a competitor tried to poach them, what would they have to offer? The answer reveals your genuine selling points.

Ask your current team: What made you choose to work here? What keeps you here instead of moving? What would you tell a friend considering applying?

Example: Fine Dining Restaurant

The package:

Salary: £30,000-£34,000 depending on experience, plus service charge that realistically adds £3,500-£4,500 annually. Total: £33,500-£38,500.

Hours: 48 hours across five days. Shifts are straight through, not splits — you're here when you're here, not killing time between services. This section typically arrives at 10am and finishes by 11pm on dinner service days; lunch-only days you'll be done by 5pm. Two consecutive days off, protected.

Benefits: Proper staff meal every shift. 28 days holiday plus bank holidays. 50% off dining here. Pension with 3% employer contribution.

Development: On this section you'll develop fish butchery and cookery skills that most CDPs never get access to — we work with whole fish, not pre-prepped portions. Weekly development catch-ups with the sous chef, focused on what you're working on and what's next. Our last two fish CDPs both became sous chefs within 18 months.

Why us: The combination of genuine skill development on a section that most kitchens don't offer, with a senior team who actively invest in getting CDPs to sous chef. You'll actually learn here, not just repeat what you already know.

Step 6: Tell Them How to Apply

End with a clear, simple call to action. The best CDP candidates have options, and a confusing or demanding application process can lose them. Make it easy to take the next step.

This section seems simple, but it matters more than many employers realise. The application process is the first experience a candidate has of how you operate. A process that's cumbersome, confusing, or impersonal signals that working for you might be similarly frustrating. A process that's clear, respectful, and straightforward suggests an organisation that has its act together.

Your goal is to remove friction and make applying feel easy and worthwhile.

Use this 4-part approach:

1. Keep the application simple

Minimise what you ask for upfront. For a CDP role, you need a CV and a brief indication of why they're interested. That's it. A full cover letter is usually unnecessary — a few sentences explaining what appeals to them is enough.

Every additional requirement reduces applications. Each field on a form, each document requested, each question asked is a point where candidates might think "I'll do this later" and then never return. Only ask for what you actually need to decide if someone's worth a conversation.

Make it possible to apply quickly. A CDP might see your ad during a break at work. If they can send their CV and a quick message from their phone in five minutes, they'll do it. If your process requires a computer session and extensive form-filling, you'll lose them to jobs that made it easier.

2. Explain what happens next

Candidates appreciate knowing what to expect. Uncertainty is stressful, and a clear explanation of your process shows you respect their time.

Tell them who reviews applications. "The sous chef reads every application personally" feels very different from "apply through our portal." Even if you do have a portal, explaining who actually looks at applications and makes decisions helps candidates feel they're talking to a person.

Give a realistic timeline. How long until they'll hear back? When do you typically do interviews? How long does the whole process take? Be honest — if you usually take a week to respond, don't promise 24 hours.

Explain the stages. Most CDP processes include a conversation (phone or in-person), followed by a trial shift. If that's your process, say so. If there are multiple rounds, explain them.

Address the trial shift clearly. Trial shifts are standard in kitchens, but approaches vary. How long is yours? Is it paid? What will they be doing — a full service, a prep session, both? What are you evaluating? Clear information upfront prevents awkward conversations later.

3. Make it personal where possible

Applications feel better when they're going to a person rather than a system.

If possible, provide a direct email. "Send your CV to sarah@restaurant.com — the sous chef, and she'll read it personally" creates connection.

Offer to answer questions. Some candidates will have queries before applying. Being open to questions signals confidence and helps candidates get the information they need.

4. Create appropriate urgency (if genuine)

If there's a real timeline, share it. "We're looking to fill this by the end of the month" helps candidates prioritise.

Don't manufacture false urgency. "Apply now, limited positions!" when there's no actual deadline damages trust. If there's no timeline pressure, be honest: "We're keeping the search open until we find the right person."

Tips for the application process

Keep it simple. CV plus a short message is enough for an initial screen.

Be responsive. Get back to applicants within the timeline you promise. If you're going to take longer, communicate that.

Pay for trial shifts. This is increasingly expected and signals you value people's time. The cost is minimal compared to the signal it sends about how you treat people.

Close the loop. If someone isn't right, tell them. Ghosting candidates is disrespectful and damages your reputation.

Example: Fine Dining Restaurant

If this sounds like the right section for you, I'd like to hear from you.

Send your CV and a few lines about what interests you to sarah@restaurant.com. I'm the sous chef, and I read every application myself — it doesn't go through HR or a portal.

Here's what happens next: If your background looks like a potential fit, I'll give you a call — usually 15-20 minutes, just to talk through the role, answer any questions, and get a sense of each other. If we both want to continue, we'll arrange a trial shift.

The trial is a full dinner service — arrive at 2pm, prep with me, service alongside the team. It's paid at £15/hour. You'll work on the fish section so I can see how you handle the pace and the produce, and you can see whether the kitchen and the section feel right for you.

I try to respond to every application within a week. If you don't hear from me, follow up — emails occasionally get lost.

We're looking to have someone in place within the next month, so if you're interested, don't sit on it too long. But equally, we'd rather wait for the right person than rush into the wrong one.