An HR manager is transferred to a remote facility, due to several complaints of inappropriate behavior and favoritism between the plant manager and the former HR manager. The complaints range from affair allegations to poor performance and stealing company property.

Head office leaders are highly sensitive to creating an ethical culture and have asked that the new HR manager report back on any discovered issues with the plant manager. This makes the HR manager uncomfortable, because the HR manager is trying their best to balance developing a relationship with the plant manager with trying to complete the investigation.

The new HR manager begins an investigation and learns that the plant manager believes two employees in the accounting department reported the theft and the affair. When the HR manager speaks with these employees, they share the belief that they are being retaliated against. Although they were rated as above$-$average performers, they have been given only minimal wage increases.

The investigation identified theft of a number of items by the plant manager. The items are not expensive, but their value is not minor. Additionally, the plant manager is actively undermining the new HR manager$$s authority by telling all managers to ignore any HR recommendations.

The HR manager studies the performance reviews and wage increases for all employees and finds inconsistencies that support the accounting employees$$ claims of retaliation. Given the HR manager$$s knowledge of the plant manager$$s behavior, what is the appropriate next step for the HR manager to take?