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There are a few different things you could do. I think that taking zero action is not one of them. It will just allow this employee to further think that it's acceptable to continue their behavior. It seems like documentation "stick" isn't working in the way you would expect it to.
I also think that terminating might send the wrong message.
My recommendation would be to sit down with the employee and put the ball in their court.
"Hey, I think you're doing ________ really well, but these other responsibilities aren't getting done. We've talked about it before, we've done writeups, I don't want to terminate you, but what do WE need to do to ensure these things get done. What do you need from me, in order to make sure these things get done?"
This puts the ball in their court and gives them the opportunity to solve the issue themselves. It also gives you this employee's own words as a testament to actually achieving the desired result, which will help with accountability down the line if things don't improve.
I would definitely encourage you to clearly state that this is the final conversation you are going to have on the issue and document it as the final conversation. However, I'd advise you to do this in a way that feels as supportive as it does serious.
Don't frame anything around "YOU" words. It feels like finger-pointing and can make people feel defensive. Think of it more like you're both finding a way forward TOGETHER. When you can meet people where they are at, they have an easier time meeting you where you are at and in my experience, this yields a much more positive result.
If this doesn't work, I'd say hire and start training someone so that you have someone on deck to cover if you actually do need to terminate.