Agar sukses mendapatkan pekerjaan yang diinginkan, resume Anda harus mampu menarik perhatian pencari kerja yang prospektif dan cukup “menjual”. Resume adalah semacam kesan pertama yang ingin Anda ciptakan kepada calon atasan Anda. Berikut adalah tips yang bisa dilakukan untuk membuat Anda berada dalam antrean terdepan penerima undangan wawancara.

1. Cantumkan yang terpenting pada bagian teratas

Pastikan Anda tahu tempat yang dituju atau posisi apa yang ingin Anda lamar. Jika Anda baru saja lulus kuliah, belum ada pengalaman kerja, dan pendidikan adalah yang paling bisa Anda “jual”, maka cantumkan pendidikan Anda di bagian paling atas.

Tips mengunakan kartu kredit:

• Pilih kartu kredit yang dikeluarkan dari Bank yang bonafide. Bank yang bonafide berpengaruh kepada pengelolaan administrasinya
• Gunakan Kartu kredit untuk membeli barang-barang yang produktif, artinya yang bisa menghasilkan keuntungan yang lebih besar dari administrasi dan bunga bank
• Lunasi segera tagihan dari bank. Jangan menunda-nunda hingga jatuh tempo
• Selalu bayar lunas total tagihan anda sebelum jatuh tempo. Jangan membayarnya sedikit-sedikit, karena Anda akan terkena bunga tambahan yang tentunya akan menambah jumlah total tagihan Anda
• Selalu simpan bukti pembayaran belanja dengan kartu kredit. Siapa tahu nominal tagihan Anda berbeda dengan nominal yang Anda keluarkan untuk berbelanja
• Jangan gunakan kartu kredit sebagai alat pembayaran pertama. tetap gunakan uang cash, dan kartu kredit untuk cadangan
• Selalu hati-hati dalam menggunakan kartu kredit untuk belanja online. Gunakan layanan sistem keamanan kartu kredit yang ditawarkan. Hal ini untuk menghindari maraknya kejahatan penyalahgunaan nomor kartu kredit di internet
• Pengendalian diri. Jika anda lemah, akan tergoda untuk menggesek kartu kredit anda. Dan siap-siap hutang sudah menunggu didepan anda
• Gunakan kartu kredit hanya apabila Anda yakin bisa melunsinya sebelum jatuh tempo

STOP….!!!

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Rebecca Cook/Reuters

A sign removed from a former Ford dealership in Warren, Mich. It planned to reopen as a used-car business as new-car sales fall.

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DETROIT — The historic collapse of the new-car market dragged on in December, raising questions of whether the auto industry will ever again have sales levels that it took for granted just a few years ago.

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How the Auto Industry Fared

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Fewer Cars and Trucks Sold

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Auto Industry Still Coming to Grips With the Damage of 2008 (January 5, 2009)

Times Topics: General Motors Corporation | Ford Motor Company | Chrysler LLC

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The across-the-board decline of 35 percent, reported by auto companies on Monday, is certain to put more pressure on the fragile finances of several manufacturers, particularly General Motors and Chrysler.

G.M. and Chrysler received emergency federal loans last week to stave off bankruptcy while they accelerated their reorganization efforts.

But unless consumers change course and return to vehicle showrooms, the entire industry will be forced to make sweeping adjustments to cope with declining demand.

After several years of sales topping 16 million vehicles, the United States market plummeted to 13.2 million cars and trucks sold in 2008. Analysts expect another sizable decrease this year and do not predict a year with 15 million in sales until 2012 or later.

“After an era of excess indulgence, we’re now entering a prolonged period of conservation,” said John A. Casesa of the consulting firm Casesa Shapiro Group. “Trading in a car every three years is a luxury that the average American can no longer afford.”

The dismal sales reports for December punctuated the worst year for vehicles sales since 1992. Sales dropped 31 percent at G.M., 32 percent at the Ford Motor Company and a stunning 53 percent at Chrysler, a unit of the private equity firm Cerberus Capital Management.

Foreign automakers hardly fared better, with sales plunging 37 percent at Toyota, 36 percent at BMW and 35 percent at Honda.

For the year, industrywide sales declined by 18 percent — the worst year-to-year drop-off since the early 1970s.

The impact of the shrinking market could be felt for years to come, as automakers will continue to cut production and employment, and reduce the number of new vehicles they bring to the market.

“With these declines in revenues, you will see research and development budgets cut,” said Jesse Toprak, chief auto analyst for Edmunds.com, a Web site that offers car-buying advice. “We are going to have fewer new vehicles and less variety for at least the next couple of years.”

Mr. Toprak is forecasting sales of 12.4 million vehicles this year and 13.5 million in 2010. He said the chances of the industry reaching annual sales of 16 million were slim for the foreseeable future.

“The question is, What will be the natural level of demand in the U.S. market when the economy recovers?” he said. “Based on our best guess, it is probably in the range of 14.5 million to 15 million.”

Auto executives said on Monday that the industry had little chance of improving in the first half of 2009 because of a continued lack of available credit for prospective car buyers and a profound lack of confidence in an overall economic recovery.

“The first quarter is going to be bad no matter how you look at it,” said Emily Kolinski Morris, a senior Ford economist. “Once we get into the second quarter, we’ll have a better idea.”

G.M.’s chief market analyst, Michael C. DiGiovanni, said the automaker was predicting industry sales of 10.5 million to 12 million vehicles for the year.

While the Bush administration approved up to $17.4 billion in loans to G.M. and Chrysler, analysts say they expect the Detroit auto companies to need longer-term assistance from the incoming president, Barack Obama.

“The internal problems of the Big Three are so great, there is no way they can survive without government help for several years,” Mr. Casesa said.

Both G.M. and Chrysler have to submit reorganization plans to the Treasury Department by mid-February as a condition of their loans.

“We have prepared our restructuring plan at a worst-case scenario,” said James E. Press, a Chrysler vice chairman. “We’re hoping for the best, but we’re prepared for the worst case.”

Mr. Press said Chrysler was operating as if the severe fall in demand in recent months was the “new reality” for an industry that had grown accustomed to nearly unfettered growth since the mid-1990s.

The industry thrived on cheap credit that allowed automakers to offer low-interest loans and rock-bottom lease payments to encourage consumers to regularly trade in and upgrade their vehicles.

As a result, American consumers went on a sustained buying spree for new cars, trucks and S.U.V.’s.

In 1970, less than 6 percent of American households owned three or more vehicles, according to the Department of Transportation. By 2000, that percentage had jumped to 18.

More than 244 million vehicles were in operation in 2006, far outnumbering the 202 million licensed drivers in the country, according to the most recent federal statistics.

Auto companies fed the growing appetite for vehicles by broadening their lineups with new products, like car-based crossover vehicles, inexpensive sports cars and a wide array of luxury models.

Companies were forced to redesign their cars more frequently to keep up in the race to put ever-fresher products in dealerships.

“In 1988, the average age of a car in a U.S. showroom was 4.1 years,” said Mr. Casesa, referring to the time that lapsed in model redesigns. “Today it is 2.9 years, which is a tremendous difference.”

With annual sales of 16 million as the norm, the industry expanded its infrastructure to meet demand.

Even though the Detroit automakers have been shutting excess factory capacity and shedding jobs to cut costs, their foreign rivals have been adding new plants in the United States to make up the difference.

Now, with sales plunging to levels not seen since the early 1990s, the industry will be forced to cut back significantly on product development.

Analysts also predict that the era of expansion of foreign companies in the United States is probably over, as well.

“So many foreign transplants came so quickly because they had visions of grandeur in their eyes,” David E. Cole, chairman of the Center for Automotive Research in Ann Arbor, Mich., said. “Now they’re saying, ‘Oh my, what have we done?’ ”

Besides the drop in demand caused by the tight credit and a weak economy, the quality of vehicles themselves has improved to the point where consumers do not need to replace them as often.

Twenty years ago, the median age of cars and trucks in use in the United States was about six years. Now the typical vehicle on the road is nine years old, according to federal statistics.

“You may not want to drive your car for 10 years, but you can if you need to,” Mr. Cole said.

Rubin Leaving Citigroup; Smith Barney for Sale

Kevin Lamarque/Reuters

Robert Rubin joined Citigroup in 1999 as an adviser to its senior executives.

The announcement that former Treasury Secretary Robert E. Rubin will step down came as Citigroup was in talks to sell an interest in its brokerage unit to Morgan Stanley.

• Citibank’s Rubin Announces Retirement (pdf)

Jobless Rate Hits 7.2%, a 16-Year High

The economy lost 524,000 jobs in December, bringing the total for 2008 to 2.6 million, and a rapidly deteriorating economy promised more in the months ahead.

Citigroup signaled a breakup of its unwieldy financial supermarket model with a possible deal to sell a share of its prized retail brokerage business to Morgan Stanley, said several people with knowledge of the discussions, underscoring the enormous problems the bank continues to confront even after receiving taxpayer bailout funds.

The new chapter of wrenching change came as former Treasury Secretary Robert E. Rubin, who came under fire for his strong support of that model in an advisory role that helped fuel the bank’s troubles, said he would resign.

The developments highlight how badly Citigroup has been damaged by the global financial crisis. Deepening losses, declining confidence in its leadership and a desperate need to raise capital have forced the bank to rethink the strategy it has clung to for years.

“This is either a one-off or the first inkling of a dismantlement of the company, taking apart of what John Reed and Sandy Weill did,” a senior executive with ties to the company said, referring to the two leaders who forged the landmark deal to bind Citicorp and Travelers Group in 1998.

With pressure mounting on Vikram S. Pandit, Citigroup’s chief executive, the company’s executives say the decision to split off Smith Barney, the “crown jewel” brokerage business he said he loved a few months ago, suggests the bank’s troubles are so deep that he is looking to reshape the company in a former image of itself.

While a deal is not yet final, such a change would position Citigroup to look more like Citicorp — a global franchise with strengths in trading, corporate and investment banking, and international consumer banking — than the bloated and unwieldy company it has become.

It also could lead to yet another shift in power on Wall Street. A joint venture with Morgan Stanley would create the nation’s largest brokerage network of 20,000 advisers, edging out Merrill Lynch’s thundering herd of brokers that Bank of America snapped up in September. Citigroup and Morgan Stanley had been in preliminary talks about a joint venture with Smith Barney as early as summer, according to people briefed on the talks.

As Citigroup braced for devastating fourth-quarter losses, with the government pressuring it to raise capital, Mr. Pandit restarted the discussions last month to shore up the bank’s financial condition. Both firms signed exclusivity agreements precluding either from discussing rival transactions with others. A deal could be announced as early as the middle of next week.

Citigroup is likely to undertake further changes, including a possible shake-up of its board, according to a person briefed on the situation. Although directors have been impressed by Mr. Pandit’s financial acumen, they continue to question his leadership ability. And Citigroup directors are considering replacing its chairman, Winfried F. W. Bischoff, with Richard D. Parsons, its lead director and the former Time Warner chairman, as early as next week, this person added. A Citigroup spokesman declined to comment.

For Mr. Rubin, his resignation is a sobering turn in a sterling career in Washington and on Wall Street. Since joining Citigroup in 1999 as an adviser to the bank’s senior executives, Mr. Rubin, 70, who is an economic adviser on the transition team of President-elect Barack Obama, has sat atop a bank that has made one misstep after another.

When he was Treasury secretary during the Clinton administration, Mr. Rubin helped loosen Depression-era banking regulations that made the creation of Citigroup possible. During the same period, he helped beat back tighter oversight of exotic financial products, a development he had previously said he was helpless to prevent.

In his capacity as a senior adviser to Citigroup’s top executives and board, he pushed hard for the bank to step up its trading of risky mortgage-related securities and other complex investments as long as it improved oversight — a strategy critics say sowed the seeds of the bank’s current troubles. Mr. Rubin, whose contract specifically absolved him from daily operational responsibilities, has maintained that he could not have foreseen the current mess.

“This is not a decision that I have come to lightly,” Mr. Rubin said in a statement released by the bank. “But as I enter my 70s and with all that is now in place at Citi, I believe the time has come for me to make these changes.”

“My great regret,” he added, “is that I and so many of us who have been involved in this industry for so long did not recognize the serious possibility of the extreme circumstances that the financial system faces today.”

Mr. Rubin, who has no severance contract and has turned down a bonus for the last two years, will still leave the bank with millions of dollars in accumulated pay. He has been awarded more than $126 million in cash and stock over the past decade, and has already withdrawn virtually all of his deferred compensation for estate planning purposes, said a person with knowledge of Mr. Rubin’s pay.

Mr. Rubin plans to deepen his involvement in public policy initiatives, charitable projects and personal hobbies like fly-fishing.

Mr. Rubin’s other role has been to serve as a sounding board and supporter for Citigroup’s senior leaders — including Mr. Pandit and Mr. Pandit’s predecessor, Charles O. Prince III. But Mr. Rubin’s influence in urging the bank to ramp up risk-taking, while failing to properly supervise the big bets taken on mortgages and other complex investments, put him under fire.

Citigroup has already posted more than $65 billion in losses and is likely to post its fifth consecutive quarterly loss this month. Every Wall Street firm has suffered from the financial crisis. But the scale and scope of Citigroup’s losses, from its investment banking to its credit card and retail franchises, has been particularly pronounced.

Mr. Rubin began backing away from his senior advisory role last summer when he started counseling Mr. Obama, according to several Citigroup executives who have spoken to him recently. Still, he held discussions with Treasury Secretary Henry M. Paulson Jr. as Citigroup negotiators orchestrated the bank’s bailout in late November. The government injected more than $45 billion into Citigroup and agreed to guarantee about $269 billion of illiquid mortgage-related assets.

Although Mr. Rubin had been contemplating leaving Citigroup for several months, he may have hastened his departure to try to get ahead of the criticism facing the bank’s board, said two people at Citigroup with knowledge of the situation. Mr. Rubin is fiercely protective of his reputation, and though he most likely would have been re-elected, he faced the potential embarrassment of a public struggle with investors who have been critical of his tenure and lucrative pay.

The Smith Barney joint venture will open a new chapter of wrenching change at Citigroup. Under the proposed deal, Morgan Stanley will pay Citigroup around $2.5 billion to bring itself up to 51 percent ownership of the brokerage business. That values Smith Barney at roughly $12 billion, people with knowledge of the matter said. Morgan would also retain the right to purchase the rest of the business in three to five years.

If the business produces strong revenue, both banks would benefit, and as the market improves, Citigroup stands to see the price it will be paid for its share increase.

Both Citigroup and Morgan Stanley would also reap sizable cost savings from combining their back-office systems and cutting back pay packages to retain and lure brokers from other firms. Both banks, as well as UBS, have been dangling huge sums in front of brokers at other firms because the brokerage business provides steady returns.

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