How to record a sous chef video job ad

Step 1: Open with the Opportunity

Start your video by answering the question every sous chef candidate is thinking: "Will this role make me a better chef and get me closer to running my own kitchen?" The sous chef role is fundamentally a development position — a proving ground between section leadership and full kitchen command. Candidates at this level aren't just looking for a job; they're looking for the right springboard.

This opening matters more than any other part of your video. Sous chefs who are good enough to hire have options. They're scrolling through multiple opportunities, and most job ads lead with the same tired formula: "We're looking for an experienced sous chef to support our head chef." That tells them nothing. Within fifteen seconds, they'll decide whether your opportunity is worth exploring or whether they should keep scrolling.

The difference between a job ad that attracts strong sous chefs and one that gets ignored usually comes down to this: does it speak to what sous chefs actually want, or does it just list what you want from them? Lead with their gain, and you earn the right to talk about your needs.

Your goal is to make them think: "This sounds like exactly what I'm looking for."

Use this 3-part approach:

1. Lead with what they'll gain

Sous chefs are in a unique position in the kitchen hierarchy. They've proven themselves as section chefs, demonstrated they can lead a station under pressure, and shown they can manage more junior staff. Now they're building the broader skills they need to run their own kitchen: full-service coordination, menu development input, team leadership across all sections, and the experience of being accountable when the head chef isn't there. Your opening should speak directly to this developmental journey.

The most compelling thing you can offer a sous chef is accelerated development toward head chef. But you need to be specific about what that actually means in your kitchen. "Development opportunities" is meaningless — every job ad says it. What's concrete is explaining exactly how this role develops them: Will they run service independently when the head chef is off? Will they have genuine input into menu development, or just execute what's handed to them? Will they learn the business side — ordering, costing, rotas — or is that kept away from them? Will the head chef actively mentor them, or just delegate tasks?

Think about what your kitchen specifically offers that develops sous chefs. Perhaps your head chef has a reputation for developing people — if three of their previous sous chefs are now head chefs elsewhere, that's powerful. Perhaps you work with unusual techniques or produce that will expand their repertoire. Perhaps you offer genuine exposure to the business side that many kitchens shield from sous chefs. Perhaps the role involves more creative input than is typical at this level. Whatever your genuine development advantages are, lead with them.

Be honest with yourself about what you're actually offering. If the honest answer is "reliable hours and a decent team, but not much creative development," that's fine — many sous chefs prioritise stability at certain points in their careers. But you need to know what you're selling before you can sell it effectively.

2. Understand what matters to sous chefs

Sous chefs are typically at a career inflection point. They've moved past the phase where simply getting kitchen experience was enough. Now they're consciously building toward head chef, and they evaluate opportunities through that lens. Understanding this mindset helps you frame your opportunity effectively.

The head chef relationship is usually the single most important factor for serious sous chefs. They know their development depends enormously on who they're learning from. A sous chef working under a head chef who actively teaches, gives them genuine responsibility, and cares about their progression will develop far faster than one working under a head chef who just wants a reliable pair of hands to take the pressure off. If your head chef has a track record of developing sous chefs into head chefs, or if they're known in the industry as someone good to work under, lead with that. If your head chef is less experienced or less focused on development, you'll need to offer other compelling elements.

Running service independently is a key milestone sous chefs are working toward. Many have only ever run service with the head chef present, expediting and making the key calls. The opportunity to genuinely run the kitchen — making the calls on the pass, handling problems as they arise, being fully accountable for the result — is significant developmental experience. If your sous chef will run service on the head chef's days off, that's worth highlighting. If the head chef is always present and the sous chef is more of a senior CDP with a title, be aware that ambitious candidates may see that as limiting.

Creative input matters, but the reality varies widely. In some kitchens, the sous chef is genuinely involved in menu development — testing dishes, contributing ideas, developing specials. In others, the sous chef executes what the head chef creates with minimal input. Neither is inherently wrong, but candidates have preferences. If you offer genuine creative involvement, emphasise it. If you don't, focus on other strengths rather than overpromising.

Team leadership experience is what distinguishes sous chef from CDP. Sous chefs want to develop their ability to lead a brigade, not just a section. They want experience with training, with performance feedback, with handling team problems. If your sous chef will have genuine leadership responsibility — involvement in hiring, running training sessions, conducting reviews — that's developmental value worth highlighting.

Work-life balance has become increasingly important at this level. Many sous chefs have experienced the worst of the industry's hours and are actively seeking something more sustainable. If you genuinely offer better hours than typical, protected days off, or a more manageable pace, this can be a major differentiator. But be honest — overpromising on hours and then requiring sixty-hour weeks destroys trust and drives turnover.

3. Differentiate from other kitchens

A good sous chef will be comparing your opportunity to others. They may have three job ads open in different tabs, or they may be weighing your role against staying where they are. 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 "a great team" and "high standards." These aren't differentiators because everyone claims them. What actually distinguishes you? Maybe it's a head chef with an unusual background or reputation. Maybe it's the specific style of food and the skills they'll develop. Maybe it's genuinely better hours in an industry known for burning people out. Maybe it's a clear track record of promoting sous chefs to head chef, either internally or by supporting them into roles elsewhere. Maybe it's the quality of produce you work with, or supplier relationships that give access to ingredients they couldn't get elsewhere.

Be specific about what makes you different. "We're a great place to develop" doesn't differentiate. "Our last four sous chefs have all become head chefs — two internally, two at restaurants we helped place them at" is specific and provable. "We work with whole fish delivered daily from a single boat in Cornwall, and you'll learn butchery techniques most sous chefs never get exposed to" is concrete. "We run a 45-hour week maximum, and nobody's asked to stay late except genuine emergencies maybe twice a year" is a tangible promise.

If you're struggling to identify what's different about your opportunity, that's worth reflecting on. Either you have differentiators you're not recognising (ask your current team what they value), or you genuinely don't have a compelling offering for sous chefs 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 sous chef should choose your kitchen, work through these questions:

What did your last successful sous chef 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 team what drew them to you. Their language is often more compelling than anything management would write.

What have sous chefs who've worked for you gone on to do? If they've progressed to head chef roles — either with you or elsewhere — that's evidence of genuine development. If they've mostly left the industry or moved sideways, that suggests something about what the role actually offers.

Why would a talented CDP ready to step up choose your sous chef role over others they're considering? Put yourself in their position. What would make your kitchen the obvious choice for someone serious about reaching head chef?

What does your head chef offer as a mentor that candidates can't easily get elsewhere? Is there something about their background, their approach, or their track record that makes working under them particularly valuable?

If you genuinely can't answer these questions compellingly, you may need to work on your offering before you work on your job ad. The best recruitment marketing can't compensate for an uncompetitive opportunity.

Example: Fine Dining Restaurant

We're looking for a sous chef to join a kitchen where development isn't a slogan — it's a track record. Three of our last four sous chefs are now head chefs: two in London, one running their own place in Bristol. Our head chef spent six years at The Ledbury and takes development seriously — weekly one-to-ones, genuine creative input on seasonal menu changes, and the expectation that you'll run service confidently when she's not here. You'll work with produce most sous chefs never get to handle — whole animals from our dedicated farm supplier, fish from day boats we've built relationships with over a decade. If you're serious about reaching head chef and want to learn from someone who'll actively get you there, not just use you to cover shifts, this is the opportunity.

Step 2: Show Your Venue Personality

Now help candidates picture themselves in your kitchen. Sous chefs know that the same job title can mean vastly different experiences depending on where you work. A sous chef in a calm, methodical fine dining kitchen lives a different life from one in a high-volume brasserie. Both can be great — 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. The way you talk about your restaurant, your unconscious body language, the background visible behind you — all of this communicates what it actually feels like to work there in ways that words alone cannot.

Authenticity matters more than polish here. Sous chefs have worked in enough kitchens to detect bullshit. They know every restaurant claims to have "a great team" and "high standards." They know the reality is always more complicated. When you present a sanitised version of your kitchen, you trigger scepticism. When you describe it honestly — including the quirks, the challenges, the personality — you build trust. Even if some of what you share isn't perfect, the honesty signals that you're someone they can believe.

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

Culture fit works both ways in a sous chef 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 at this level is costly — for you in recruitment and training investment, for them in career time spent in the wrong environment.

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 — "busy 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 hotel kitchen serving multiple outlets? Each type offers a different experience for sous chefs — 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? How many services per day? A sous chef in a small brigade wears many hats and touches everything; in a larger kitchen they specialise more. Both can be good development environments, but they're different.

What's the service style? Is this calm and controlled, with measured pace and precise execution? Or is it high-energy, with fast table turns and adrenaline? Sous chefs 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? Is it a purpose-built space with proper equipment and room to move? Or a character-filled older kitchen where you work around quirks? Some sous chefs love the challenge of an imperfect space; others want the tools to do their best work. Either way, being honest helps them picture the reality.

2. Share your kitchen culture

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

Describe the behaviours, not the values. Everyone says they value "teamwork" and "excellence." Those words are meaningless precisely 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 — is it calm and controlled, or energetic call-and-response? What happens when someone makes a mistake — teaching or shouting? When the head chef isn't there, how does the team operate — smoothly because systems work, or chaotically because one person holds everything together?

For sous chefs specifically, the leadership culture matters enormously. What's the head chef's management style? Are they hands-on throughout service, or do they trust the sous chef to run things while they focus on the pass? How do they give feedback — in the moment, privately after service, in formal reviews? What's their approach to mistakes — learning opportunities or reasons for discipline? These details help candidates assess whether they'll thrive under your head chef's leadership.

Be honest about the intensity. Every kitchen has pressure, but the nature of that pressure varies. Some kitchens are technically demanding but operationally calm — the challenge is executing difficult food consistently, not managing chaos. Others are less technically complex but relentlessly high-volume. Some have seasonal intensity with quieter periods for recovery and development. Sous chefs 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 your last sous chef left only for a head chef promotion, 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 sous chef role is fundamentally relational. They work upward with the head chef, across with other senior staff, and downward with CDPs and commis. Candidates want to know who these people are.

The head chef relationship will define their daily experience more than any other factor. Who is this person? What's their background — where have they worked, what have they achieved? More importantly, what's their style — hands-on teacher or delegating manager? Demanding perfectionist or supportive developer? Calm under pressure or high-intensity? The more specifically you can describe the head chef's approach, the better candidates can assess fit.

Describe the brigade they'll be working with and leading. How many CDPs? What's their experience level — are they seasoned professionals who need minimal supervision, or newer chefs who need active development? How stable is the team — have people been here years, or is there regular turnover? A sous chef walking into a skilled, stable brigade has a different job than one walking into a team that needs building.

If there's another sous chef, explain the dynamic. Do you run a senior and junior sous chef structure? Do sous chefs split responsibilities by section or service? How do the roles complement rather than overlap? This clarity helps candidates understand what they're stepping into.

Mention front-of-house if the relationship is notable. In some kitchens, the sous chef has significant interaction with FOH — coordinating on timing, discussing feedback, working together on service flow. In others, communication flows entirely through the head chef and pass. Neither is wrong, but candidates may have preferences.

Tips if you're unsure what to say

The best source of authentic culture description is your current team. They know what it's actually like to work in your kitchen, and their language is often more compelling than management-speak.

Ask your current sous chef or senior 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 to someone who's never experienced it? What do you appreciate most about how things run here?

Listen for specific examples, not general statements. "The head chef is supportive" is vague. "When I burned a whole tray of stock reductions, she helped me remake it instead of losing her mind, and then we talked through what went wrong after service" is concrete and authentic.

Think about what surprised your last hire in a positive way. What did they discover about the culture that wasn't obvious from outside? Those surprises are often your hidden selling points — things you take for granted that are actually unusual.

Example: Fine Dining Restaurant

This is a 65-cover restaurant in a Victorian townhouse — tasting menus, serious wine list, guests who book months ahead for special occasions. The kitchen was refurbished three years ago, so you're working with proper equipment and enough space. We run a brigade of ten including head chef and sous, doing 35 covers lunch and 65 dinner, five days a week.

The kitchen runs calm. Our head chef came through The Ledbury and Marcus Wareing, and she runs the kitchen the way she wished kitchens had been run when she was coming up: high standards without the screaming. Mistakes get addressed — you'll know when you've got something wrong — but the approach is teaching, not punishment. When service gets busy, the focus is on communication and support, not blame and stress.

Most of our CDPs have been here two years or more, which tells you something about whether people like working here. You'd inherit a team that knows the kitchen and trusts each other. The relationship with front-of-house is genuinely collaborative — the GM worked BOH before moving to floor, so she actually understands what we need, and there's none of the kitchen-versus-floor tension you get in some places.

Step 3: Paint a Picture of the Role

Give candidates a realistic preview of what their life will look like as your sous chef. This goes beyond listing responsibilities — it's helping them feel what the rhythm of the job is actually like, week to week, service to service.

Realistic job previews are one of the most powerful tools in recruitment. Research consistently shows that candidates 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 idealized 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. It's much better to have fewer applicants who genuinely want what you're offering.

Your goal is to help them imagine a typical week in the role and decide if it's right for them.

Use this 4-part approach:

1. Describe what a typical day or week looks like

Walk candidates through the actual rhythm of the sous chef role in your kitchen. What does a normal day look like from arrival to departure? How does the week flow?

Start with arrival and prep. When does the sous chef typically get in? What's the first hour like — team briefings, reviewing mise en place, checking in with section chefs? How does the morning balance between operational oversight and hands-on work? In some kitchens, the sous chef is in a jacket cooking from the start. In others, the early hours are management — checking prep lists, addressing issues, coordinating the team.

Describe service from the sous chef's position. Where are they during lunch and dinner service? Running a section while also overseeing the brigade? Working the pass with the head chef? Supporting wherever the pressure points are? The sous chef's service role varies widely between kitchens, and candidates need to know what yours involves. Also describe the intensity honestly — how many covers, what's the pace like, what does "busy" feel like?

Explain the between-services period. Is there a genuine break, or does the sous chef work through? What happens in that time — development work, admin, hands-on prep, training the team? This period often defines the management side of the sous chef role.

Address how days differ. Which days are service-focused versus development-focused? Is there a quiet day used for ordering, menu work, or training? What do weekends look like compared to weekdays? Most kitchens have a rhythm — Tuesday might be deep-prep day, Saturday is just survival — and candidates need to understand it.

2. Explain what they'll actually own

Sous chefs particularly want to understand what they'll be genuinely accountable for, versus where they're executing the head chef's decisions. The gap between "sous chef" as a title and sous chef as actual responsibility varies enormously between kitchens.

Be clear about service authority. When the head chef is present, what calls does the sous chef make versus defer? When the head chef is off, does the sous chef truly run the kitchen — making decisions, handling problems, being accountable for the result? Or is the head chef available by phone, effectively still running things remotely? The answer tells candidates a lot about the level of responsibility and development they'll get.

Describe their team accountability. Is the sous chef genuinely responsible for the performance and development of the brigade? Do they conduct training, give feedback, handle performance issues? Or does that stay with the head chef while the sous chef focuses on operational execution? Some sous chefs want people management experience; others want to focus on cooking. Be clear about which you're offering.

Explain their role in the non-service work. Does the sous chef do ordering, or is that the head chef? Do they manage the rota, or input into it? Are they involved in food costing and gross profit, or is that handled above them? Do they have input on menu development, or do they execute what's created? These questions define whether this is a sous chef role that develops commercial and strategic skills, or one focused on operational excellence.

3. Describe who they'll work with daily

The sous chef role sits in the middle of the kitchen hierarchy, which means the relationships in all directions — up, across, and down — matter significantly.

The head chef relationship is the most important one. Be specific about how it works in practice. How much time do they spend working together versus the sous chef working independently? When the head chef is present, is it close collaboration or is the sous chef running their own areas with occasional check-ins? How does feedback flow — in the moment during service, in daily debriefs, in weekly meetings? What does mentorship actually look like — active teaching, delegated challenges, sink-or-swim?

Describe the relationship with section chefs. The sous chef's job is partly to lead the CDP team, but the style varies. In some kitchens, the sous chef is closely involved with each section — checking prep, adjusting seasoning, coaching technique. In others, they're more hands-off with experienced CDPs, focusing attention on weaker areas. How does your kitchen work? What's expected of the sous chef in developing section chefs?

Address the commis relationship if relevant. Does the sous chef have direct involvement with junior staff, or do CDPs handle their own commis? Some sous chefs enjoy teaching beginners; others want to focus on higher-level work. Clarity helps candidates assess fit.

Mention front-of-house interaction. Some sous chefs have regular communication with service staff — discussing covers, explaining dishes, handling feedback. Others work entirely through the pass and head chef. What's your model?

4. Be honest about the demands

Every sous chef 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 your kitchen. Is it technical precision — the stress of executing complex dishes to exacting standards? Is it volume — the relentlessness of high covers and fast pace? Is it management complexity — a large or challenging team that needs constant attention? Is it the head chef's standards — someone who demands perfection and notices every shortfall? Different candidates handle different pressures differently. Someone who thrives on volume might struggle with precision, and vice versa. Honesty helps them self-select.

Address what sous chefs typically find hardest about this role. Maybe it's the jump from running one section to coordinating all of them. Maybe it's the visibility — when the head chef is off, there's nobody to hide behind. Maybe it's the pace of your specific kitchen, or the technical demands, or the team dynamics. If you've had sous chefs struggle or leave, what caused it? That information helps candidates assess whether they're up for the challenge.

Be honest about the trade-offs. If the development is exceptional but the hours are long, say both. If the head chef is brilliant but demanding, acknowledge it. If the pay is below market but the learning is above it, be clear. Candidates can handle trade-offs when they're transparent; what they can't handle is discovering them after they've joined.

Tips if you're unsure what to say

The best way to describe the sous chef role accurately is to study it as it actually operates. If you currently have a sous chef, ask them to walk you through a typical week in detail — not what should happen, but what actually happens.

Shadow the role if you can. Spend a day observing what the sous chef actually does, hour by hour. The reality often differs from the job description, and candidates deserve to know the reality.

Ask specific questions of current or recent sous chefs: What surprised you about this role 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 sous chefs have left or struggled. If there's a pattern — people underestimating the hours, the intensity, the head chef's demands — that's information candidates need to make good decisions.

Example: Fine Dining Restaurant

As sous chef here, you'll typically arrive around 11am for a lunch service day. The first hour is checking in with section chefs, reviewing prep status, and addressing any gaps or issues. You'll be hands-on where needed — the sous chef role here isn't clipboard management, you're cooking — but you're also coordinating the brigade, making sure everyone's on track.

Lunch service runs 12:30-2:30pm, around 35 covers. You'll work alongside the head chef, usually running the hot sections while she expedites. After lunch there's a genuine break — 90 minutes minimum where you can leave the building. Then prep for dinner, coordinating the team and often working the more technical preparations yourself.

Dinner service is 6:30-10pm, 65 covers, more intense. The head chef runs the pass; you're coordinating sections, jumping into wherever the pressure is, and making sure every plate that goes out meets standards. When the head chef's off — Sundays and Mondays — you run it. Full responsibility, your call on the pass, your accountability for the result.

The demands are real. The precision expected in fine dining is relentless — you'll check dozens of plates per service and reject any that aren't right. The pace during busy Saturday dinner is intense. And there's no hiding when you're running service alone. The trade-off is genuine development: you'll grow faster here than in a kitchen where you're never tested.

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 sous chef job ads is listing requirements that sound good but don't reflect what actually predicts success. Demanding "5+ years experience" when you've hired excellent sous chefs with three. Requiring "fine dining background" when your best sous chef came from a high-end brasserie. Listing every possible skill when you really care about four or five core capabilities. Inflated requirements put off qualified candidates who think they don't meet the bar, while attracting overconfident applicants who claim qualifications they don't really have.

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 a sous chef genuinely needs from day one to succeed in your kitchen. Essential means they cannot do the job without it — not "would be nice" but actually required.

For a sous chef role, the essential questions are usually: Have they run a section confidently, demonstrating they can manage their own area to a high standard? Have they led people, even informally — training commis, directing a section team, stepping up when someone senior wasn't there? Have they worked in an environment with standards similar to yours — not necessarily the same cuisine, but similar expectations for quality and precision?

The title matters less than the reality. "Sous chef experience required" might exclude an exceptional CDP who's been doing sous chef work without the title — running sections alone, training staff, deputising for the sous chef regularly. Conversely, someone with "sous chef" on their CV may have been sous chef in a much less demanding environment where the role meant something different. Focus on what they've actually done, not what their title was.

Technical skills depend on your kitchen. In fine dining, classical technique matters — you need someone who can execute at the level you serve, and teach that level to others. In a high-volume brasserie, consistency and speed matter more than technical complexity. In a kitchen with specific cuisine focus, relevant experience might be essential or might be learnable. Be honest about what technical skills are truly non-negotiable for your particular context.

2. Describe what personality and attitude thrives

Technical skills get sous chefs in the door, but personality and attitude determine whether they succeed in your specific kitchen. Different environments suit different people, and being clear about what thrives in yours helps candidates self-select.

Avoid meaningless generic terms. Every job ad asks for someone "passionate" and "motivated" and "able to work under pressure." These descriptions are so universal they communicate nothing. Instead, describe the specific traits that distinguish people who succeed in your kitchen from those who struggle.

Think about how your best sous chefs have handled key situations. When service goes wrong — a table sent back, an equipment failure, running out of a key ingredient — how do good sous chefs in your kitchen respond? With calm problem-solving or high-energy crisis management? When they need to give feedback to a CDP, how does it work best here? When the head chef pushes back on their work, how do successful sous chefs respond?

Consider the specific working style that fits your environment. Some kitchens work best with sous chefs who are naturally commanding — clear direction, firm authority, decisive calls. Others work better with collaborative leaders who get buy-in and support rather than directing. Some head chefs want sous chefs who anticipate needs and take initiative; others prefer ones who execute instructions excellently. What style actually works in your kitchen?

Describe leadership qualities specifically. The sous chef role is fundamentally a leadership position, but leadership styles vary. Do you need someone who can be firm with underperformers, or someone who develops struggling team members patiently? Someone who maintains emotional control when service pressure peaks, or someone whose intensity drives the team? There are successful sous chefs of both types, but your kitchen will suit one better than the other.

3. Be clear about what you're flexible on

Explicitly stating what you're flexible on 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 rather than listing everything you can think of.

Common areas of flexibility for sous chef roles: Years of experience, if capability matters more than tenure. Specific cuisine background, if technique translates across styles. The title on their CV, if you'd consider a strong CDP ready to step up. Formal qualifications, if practical ability matters more than certificates.

Be specific about the trade-offs you'd make. "We'd consider someone without sous chef experience if they've been a senior CDP running sections independently and clearly have the leadership capability to step up." "Fine dining background isn't required if you've worked somewhere with genuine standards for quality and precision — we can teach you our style, but we can't teach you to care about the details."

Flexibility isn't lowering your standards — it's being honest about what actually predicts success. If your best sous chef hire came from an unconventional 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 sous chef roles, deal-breakers typically include: Availability constraints that genuinely can't work with your rota. Technical skill gaps that can't realistically be addressed given your kitchen's pace and demands. Leadership deficits too significant to develop in role. Work style incompatibilities with your head chef's approach that would make the relationship unworkable.

Be careful about what you designate as a 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 sous chef 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 head chef directly: What would you never compromise on in a sous chef? What experience or background has proven genuinely useful versus just looking good? What personality traits make someone succeed or struggle in this role? What's gotten sous chefs into trouble here?

Think about failure modes. When sous chefs haven't worked out in your kitchen, what went wrong? Technical skills not meeting standards? Leadership style not fitting the team? Work ethic or attitude issues? Relationship problems with the head chef? These patterns reveal what you actually need.

Example: Fine Dining Restaurant

Here's what we need:

Experience: You've run a section confidently, owned your mise en place, and delivered consistently through busy service. That might be as a CDP in a demanding kitchen, or sous chef somewhere similar, or a senior demi who's been doing sous chef work without the title. We care less about years than about what you've actually done. If you've trained commis, deputised when someone senior was off, and taken responsibility beyond your section when needed, that matters more than how long you've been doing it.

Technical skills: Your technique needs to be solid enough to execute at tasting menu level and teach that standard to others. Classical foundations matter — mother sauces, butchery basics, understanding of cooking processes — because you'll be teaching as well as executing. If you're gaps are honest ones you're working on, that's fine; if you're bluffing about skills you don't have, you'll be found out quickly.

Leadership capability: You've led people, even if informally. You know how to give feedback that actually changes behaviour. You can direct a section chef without micromanaging them. You stay calm enough under service pressure to lead rather than contribute to the chaos. We can develop your leadership skills further — that's part of what this role offers — but we need the raw material of someone who's already comfortable directing others.

What we're looking for in a person: You're hungry to learn and reach head chef, not just comfortable where you are. You take feedback well and apply it visibly. You stay focused when service pressure peaks instead of letting stress make you sloppy. You're honest about what you don't know rather than bluffing. You care about details because the details matter to you, not because someone's checking.

What we're flexible on: Previous "sous chef" title — we'd consider a strong CDP who's ready. Fine dining background specifically — if you've worked somewhere with genuine standards, the precise cuisine matters less. Years in the industry, if capability is evident.

What won't work: If you've only ever worked high-volume kitchens without attention to precision, the transition to fine dining pace and standards will be difficult. The demands here are different — slower but more exacting — and not everyone enjoys that. If you're not genuinely interested in developing toward head chef, this role won't suit you; we want ambitious people who'll push themselves, not people looking for steady employment.

Step 5: Make the Offer Compelling

Now sell the package. Sous chefs considering your role are comparing you to other opportunities — maybe other job ads they've seen, maybe staying where they are, maybe that head chef role they're wondering if they're ready for. Your job is to make the total value of working for you clear enough that you come out on top.

Compensation matters at sous chef level, but it's rarely the only factor. The difference between sous chef salaries across similar kitchens usually isn't dramatic enough to be decisive on its own. What often tips decisions is the total picture: the development opportunity, the hours, the relationship with the head chef, 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. Sous chefs 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 sous chefs prioritise development; they'd take less money to work under a head chef who'll genuinely advance their career. Others prioritise stability; they want reliable hours and a known environment over rapid development. Others are optimising for work-life balance after burning out in a previous role. 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 — "£40,000-£46,000 depending on experience" gives candidates useful information, while "£35,000-£55,000" is too wide to mean anything.

Explain the full picture. Base salary is the starting point, but sous chefs want to know: Is there service charge, and what does it realistically add? How is it distributed — points system, equal split, seniority-weighted? Are there bonuses, and what are they tied to? 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 other advantages (better hours, stronger development, more prestigious name), acknowledge that trade-off. Candidates will figure out the market rate from talking to peers; being upfront about your position builds trust.

Address how pay progresses. Is there an annual review? What have previous sous chefs experienced in terms of pay increases? Is there a path to senior sous chef or head chef with corresponding pay rises?

2. Detail the benefits package

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

For sous chef roles, cover: Staff meals — are they good, every shift, or an afterthought? Pension — employer contribution percentage? Holiday — how many days, and are there blackout periods where you can't take them? Any additional perks — dining discounts, health insurance, staff events?

Be specific. "Excellent staff meals" could mean anything. "Proper family meal every shift, cooked fresh by the team rather than using up service leftovers" tells them something real. "28 days plus bank holidays, and we close for two weeks in January when everyone actually takes time off" is concrete.

Highlight anything unusual. If you offer something competitors typically don't — enhanced pension, healthcare, profit sharing, additional holiday — make sure candidates know.

3. Address work-life balance honestly

Hours and lifestyle matter enormously to sous chefs, many of whom have experienced the worst of the industry's demands and are seeking something more sustainable.

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 discovering the hours were misrepresented.

Describe the shift pattern clearly. What are typical start and finish times? Are they split shifts or straight through? How predictable is the pattern — same days each week, or rotating? Can sous chefs plan their lives around the schedule, or is it subject to constant change?

Address days off honestly. How many per week? Are they consecutive or split? Are they genuinely protected, or is the sous chef expected to come in when short-staffed? What happens during busy periods or around Christmas?

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

4. Explain growth and development

Sous chefs are typically focused on reaching head chef, so development isn't a nice-to-have — it's often the core reason for taking one role over another.

Be specific about what development they'll receive. Will the head chef actively mentor them? What specifically will they learn — new techniques, business skills, leadership capabilities? What exposure will they get that prepares them for head chef? Vague promises of "development opportunities" don't cut it; concrete descriptions of how this role develops people do.

Explain the progression path. Is there a route to head chef at your venue, or is this a role where they'll develop and then need to move? What have previous sous chefs gone on to? How long does the typical progression take?

Concrete examples beat vague promises. "Our last two sous chefs are now head chefs — one at our sister restaurant, one at a two-rosette place in Manchester" is proof you develop people. "Great development opportunities" could mean anything or nothing.

5. Differentiate from competitors

Pull together your unique selling points into a clear case for why this opportunity beats the alternatives.

Be honest about what's genuinely different. Every kitchen claims good culture and development. What specifically makes your opportunity stand out? Maybe it's the head chef's reputation and track record of developing people. Maybe it's genuinely better hours in an industry known for burning people out. Maybe it's the quality of produce and the skills they'll develop. 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 and attracts candidates with inflated expectations.

Address known industry problems directly. Hospitality has a reputation for poor work-life balance, low pay, and toxic cultures. If you're genuinely better on any of these fronts, say so explicitly: "We know this industry has a reputation for brutal hours — that's why we've built a team that means sous chefs here work 45-hour weeks, not 60."

Tips if you're unsure what to say

Ask yourself: Why do your best people work here? If a competitor tried to poach your sous chef, 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 who was considering applying? Their answers — in their words — are often more compelling than anything management would write.

Think about what surprised your last hire positively. What did they discover about the offer that wasn't obvious from outside? Those hidden benefits are worth making explicit.

Example: Fine Dining Restaurant

The package:

Salary: £42,000-£46,000 depending on experience, plus service charge that realistically adds £6,000-£7,000 annually. Total: £48,000-£53,000.

Hours: 48 hours across five days. Shifts are straight through, not splits — you're here when you're here, not killing two hours between services. We typically finish by 10:30pm; I'm not going to pretend it's never later, but that's the reality 90% of the time. Two consecutive days off, protected. We've called a sous chef in on their day off maybe three times in the past two years, all genuine emergencies.

Benefits: Proper staff meal every shift. 28 days holiday plus bank holidays. We close for two weeks in January — everyone takes the time off, full pay. 50% off dining here, 25% at our sister restaurants. Pension with 4% employer contribution.

Development: The head chef here has developed four sous chefs into head chefs over twelve years. She does a weekly one-to-one with the sous chef focused specifically on development. You'll have genuine input on seasonal menu development — testing dishes, contributing ideas, refining as a team. We'll support external training; recent examples include a fermentation course and a week's stage at a restaurant in Copenhagen.

Why us: The combination of genuine development and sustainable hours. You'll learn more here than in kitchens where you're just running service on repeat — but you'll also have a life outside work. That combination is rarer than it should be.

Step 6: Tell Them How to Apply

End with a clear, simple call to action. The best sous chef 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 sous chef 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 sous chef 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. "I'm the head chef and I read 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 sous chef 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 widely. 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 and signals that you're transparent about how you operate.

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 — I'm the head chef and I'll read it personally" creates connection. It's harder to ignore an application when there's a real person at the other end.

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 to decide if they're interested.

Acknowledge applications promptly. Even a brief "Thanks for applying, I'll review this and be in touch within a week" is better than silence. The best candidates are comparing their experience with you to their experience with other employers.

4. Create appropriate urgency (if genuine)

If there's a real timeline, share it. "We're looking to fill this by mid-October" or "we're reviewing applications at the end of this week" 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."

If something is driving your timeline, explain it. "Our current sous chef is being promoted in March, so we're looking for someone to start in February with a handover period" gives candidates context.

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 rather than leaving people in the dark.

Respect their time. Sous chefs are busy, often working when you're not. Be flexible about scheduling conversations and trials.

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. Even a brief "thanks but we're going with someone else" is better than silence.

Example: Fine Dining Restaurant

If this sounds like the right opportunity, I'd love to hear from you.

Send your CV and a few lines about what interests you to sarah@restaurant.com. I'm the head chef, and I read every application myself — it doesn't go through HR or a recruitment 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 4pm, prep, service, finish when we close (usually 10:30pm). It's paid at £15/hour. You'll work on the hot sections alongside me, so I can see how you cook and lead, and you can see how we actually operate. It's as much for you to assess us as for us to assess you.

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

We're looking to have someone in place by mid-February, so if you're interested, don't sit on it too long. But equally, this is an important hire — we'd rather wait for the right person than rush into the wrong one.