Abstract:Performance Management has evolved from a simple method to where either the employees performance if below standard or above and a decrease or an increment was warranted. This prehistoric method left little to the overall development of the appraisal. Now, performance management is a structured interaction between team leader and subordinate, an annual or bi annual process whereby one could argue a SWOT analysis of the employee past performance is undertaken. Many organizations, not all, link their performance appraisal to merits. In turn, performance is still merit based, but opportunity to identify weaknesses and further training and development are included. As any tool or technique, criticisms will always prevail, either through misunderstandings or the fear of change etc. From this two paradoxes arise; "Some have even suggested that the process is so inherently flawed that it may be impossible to perfect it" (Derren, 1990) and Performance Appraisals "the most crucial aspect of organizational life" (Lawrie, 1990). This suggests that organizations require an amicable yardstick to measure performance. The author implies that times has changed; organizations require employees to go beyond efficient and effective, but rather. to distinguish themselves. Organizations require a tool to enhance performance, 360 Degree provides that, but without with out proper planning a framework to initiate, develop and, implement, disaster is imminent. This paper attempts to provide the guidelines required to satisfy that need.