Dive Brief:

• Uber has been consistently rated as one of the top companies to work for at least for the past five years, according to Paysa. LinkedIn named Uber the 5th most desirable place to work for 2017. But recent scandals are scaring off talent, CNBC reports — especially since CEO Travis Kalanick resigned this week. 
• Allegations of sexual harassment and gender bias have made headlines, all while Uber driver commissions in NYC were miscalculated and rates were reduced, creating protests. At the same time, an increased number of Uber employees have updated their LinkedIn profiles and are seeking work elsewhere. 
• Liane Hornsey, Uber's CHRO said in an audio obtained by Yahoo Finance that she was aware that staffers were updating their profiles on LinkedIn and taking calls from other employers, but that she didn't "know how any of you could think this is the moment to leave this company."

Dive Insight:

Uber is in stark transition as it decides how it will keep bringing in quality talent and improve its culture amid bad press and legal troubles. Much like its Silicon Valley cousins, the tech company needs to increase the diversity of hiring dramatically. Hornsey may be surprised, but talented tech workers have a slew of options nowadays — and the cultural turbulence taking place at Uber doesn't exactly make it an appealing place to attach one's brand to.

The company's hard-charging, "bro" culture spiraled out of control once the company began serious growth, eventually leading to accusations of sexual harassment and a damaged recruitment brand. Uber responded immediately to the allegations by beginning an internal investigation, but since February, at least 15 executives have left the company, including founder Kalanick.

Reputation management is very important. Improving the culture and outcome must include a recruitment and training campaign aimed at women and other unrepresented candidates. That may mean recruiting beyond the "typical" ivy league hubs and extending the net to more diverse cross-sections, including different cities or universities. Ensure outreach programs, including job postings online, are accessible to all types of talent, including those with disabilities.