{"id":1302,"date":"2021-08-31T19:42:28","date_gmt":"2021-08-31T17:42:28","guid":{"rendered":"https:\/\/blog-manutan.sk\/?p=1302"},"modified":"2025-05-13T16:35:32","modified_gmt":"2025-05-13T14:35:32","slug":"ake-pracovne-postupy-bude-spolocnost-vyuzivat-v-buducnosti","status":"publish","type":"post","link":"https:\/\/www.manutan.sk\/magazin\/?p=1302","title":{"rendered":"Ak\u00e9 pracovn\u00e9 postupy bude spolo\u010dnos\u0165 vyu\u017e\u00edva\u0165 v bud\u00facnosti?"},"content":{"rendered":"\n

Nov\u00e9 sp\u00f4soby pr\u00e1ce: Evidentn\u00e9 uznanie od zamestnancov<\/h2>\n\n\n\n

Aj ke\u010f nov\u00e9 sp\u00f4soby pr\u00e1ce museli by\u0165 v niektor\u00fdch pr\u00edpadoch zaveden\u00e9 ako naliehav\u00e9, napriek tomu reaguj\u00fa na po\u017eiadavku ve\u013ekej v\u00e4\u010d\u0161iny zamestnancov, ktor\u00ed u\u017e dlho volaj\u00fa po zmene. Pod\u013ea prieskumu z novembra 2020, ktor\u00fd realizovala spolo\u010dnos\u0165 Avaya v spolupr\u00e1ci so spolo\u010dnos\u0165ou na anal\u00fdzu d\u00e1t Davies Hickman Partners, 83 % zamestnancov m\u00e1 pocit, \u017ee na dosiahnutie produktivity sa nemusia nach\u00e1dza\u0165 v kancel\u00e1rii.<\/p>\n\n\n\n

Pod\u013ea <\/a> prieskumu Eurofondu<\/a> zo septembra 2020 je 78 % zamestnancov v Eur\u00f3pe naklonen\u00fdch ob\u010dasnej pr\u00e1ci na dia\u013eku, striedaniu medzi dom\u00e1cim a prezen\u010dn\u00fdm sp\u00f4sobom pr\u00e1ce. Zd\u00e1 sa, \u017ee trend smerom k poloko\u010dovnej pr\u00e1ci naozaj prebieha a je \u00faspe\u0161n\u00fd.<\/p>\n\n\n\n

Ned\u00e1vne poznatky n\u00e1s utvrdili, \u017ee tieto nov\u00e9 sp\u00f4soby pr\u00e1ce s\u00fa vhodn\u00e9 pre v\u00e4\u010d\u0161inu pracovn\u00fdch poz\u00edci\u00ed. Zamestnanci by len \u0165a\u017eko dok\u00e1zali pochopi\u0165 potrebu n\u00e1vratu do minulosti, ke\u010f\u017ee d\u00f4kazy jasne hovoria, \u017ee ur\u010dit\u00e9 \u00falohy alebo poverenia je teraz mo\u017en\u00e9 vykon\u00e1va\u0165 na dia\u013eku s rovnakou \u00fa\u010dinnos\u0165ou, pri\u010dom u\u017e nemusia nevyhnutne predstavova\u0165 potrebu cestovania.<\/p>\n\n\n\n

Nov\u00e9 sp\u00f4soby pr\u00e1ce pod drobnoh\u013eadom<\/h2>\n\n\n\n

Nov\u00e9 sp\u00f4soby pr\u00e1ce vyzdvihn\u00fa hybridiz\u00e1ciu a neust\u00e1le prisp\u00f4sobovanie pracov\u00edsk. Netreba ani dod\u00e1va\u0165, \u017ee bud\u00fa prim\u00e1rne reagova\u0165 na ekonomickos\u0165 zni\u017eovania n\u00e1kladov. S\u00fa\u010dasne v\u0161ak pon\u00faknu nov\u00fd pr\u00edstup k pr\u00e1ci, ktor\u00fd je paradoxne kolaborat\u00edvnej\u0161\u00ed, ne\u017e be\u017en\u00e9 prezen\u010dn\u00e9 pracovn\u00e9 prostredie. Za posledn\u00e9 roky sa objavili r\u00f4zne formy pr\u00e1ce, ktor\u00e9 stanovia tempo firemn\u00e9ho \u017eivota na mnoho rokov dopredu.<\/p>\n\n\n\n

Teleworking alebo pr\u00e1ca na dia\u013eku<\/h3>\n\n\n\n

Ide o ko\u010dovn\u00fd sp\u00f4sob pr\u00e1ce, pri ktorom zamestnanci vykon\u00e1vaj\u00fa svoje \u00falohy z domu alebo in\u00e9ho miesta. Predpokladom je v\u0161ak pr\u00edstup k potrebn\u00fdm technol\u00f3gi\u00e1m (internetov\u00e9 pripojenie, e-mail, pracovn\u00fd softv\u00e9r, zdie\u013ean\u00e9 dokumenty at\u010f.). Predpoklady pr\u00e1ce na dia\u013eku definuje zamestn\u00e1vate\u013e a medzi jednotliv\u00fdmi spolo\u010dnos\u0165ami sa l\u00ed\u0161ia (po\u010det dn\u00ed, harmonogram, porady s ved\u00facim at\u010f.).<\/p>\n\n\n\n

Flexibiln\u00e9 pracovisko<\/h3>\n\n\n\n

Flexibiln\u00e9 pracovisko predstavuje pracovn\u00e9 usporiadanie, pri ktorom zamestnanci nemaj\u00fa pevne stanoven\u00e9 a priraden\u00e9 pracovisko. Tento princ\u00edp je \u010doraz roz\u0161\u00edrenej\u0161\u00ed v d\u00f4sledku zv\u00fd\u0161enia objemu pr\u00e1ce na dia\u013eku, ke\u010f\u017ee v r\u00e1mci optimaliz\u00e1cie s\u00fa v s\u00fa\u010dasnosti kancel\u00e1rske priestory pravidelne vo\u013en\u00e9. V bud\u00facnosti sa flexibiln\u00e9 pracovisko postar\u00e1 o zmenu poh\u013eadu na pracovisk\u00e1 v podobe viac\u00fa\u010delov\u00e9ho kolaborat\u00edvneho centra pre porady, kreativitu a koncentr\u00e1ciu, a to v z\u00e1vislosti od potrieb zamestnancov. V\u010faka flexibiln\u00e9mu pracovisku sa bud\u00fa pevn\u00e9 kancel\u00e1rie a otvoren\u00e9 pracovisk\u00e1 pova\u017eova\u0165 za zastaral\u00fd koncept.<\/p>\n\n\n\n

Coworking<\/h3>\n\n\n\n

Pod pojmom coworking sa rozumie zdie\u013eanie pracovn\u00e9ho prostredia, kde s\u00fa kancel\u00e1rie decentralizovan\u00e9 a umiestnen\u00e9 v bl\u00edzkosti domova zamestnanca. Podnik prenaj\u00edma zdie\u013ean\u00e9 pracovisk\u00e1 alebo poschodie v budove, ktor\u00e1 sa zdie\u013ea s in\u00fdmi podnikmi.<\/p>\n\n\n\n

Nov\u00e9 sp\u00f4soby pr\u00e1ce, ktor\u00e9 sp\u013a\u0148aj\u00fa o\u010dak\u00e1vania zamestnancov<\/h2>\n\n\n\n

Tieto nov\u00e9 pracovn\u00e9 met\u00f3dy nielen\u017ee z\u00edskavaj\u00fa zna\u010dn\u00fa podporu medzi zamestnancami, ale tie\u017e umo\u017e\u0148uj\u00fa spolo\u010dnostiam p\u00f4sobi\u0165 l\u00e1kavej\u0161ie a prehodnocova\u0165 svoje met\u00f3dy riadenia.<\/p>\n\n\n\n

Flexibilita a agilnos\u0165<\/h3>\n\n\n\n

Prechod na flexibilnej\u0161ie sp\u00f4soby pr\u00e1ce (coworkingov\u00e9 priestory, flexibiln\u00e9 pracovisko, pr\u00e1ca na dia\u013eku, digit\u00e1lni ko\u010dovn\u00edci, pr\u00e1ca na vo\u013enej nohe, iniciat\u00edvy v r\u00e1mci podniku) sa stal hlavn\u00fdm probl\u00e9mom pri n\u00e1bore.<\/p>\n\n\n\n

Pracovn\u00e1 flexibilita sa v priebehu nasleduj\u00facich nieko\u013ek\u00fdch rokov stane rozhoduj\u00facim faktorom pre mlad\u00e9 gener\u00e1cie, ktor\u00e9 u\u017e pr\u00e1cu nevn\u00edmaj\u00fa v\u00fdlu\u010dne poh\u013eadom tradi\u010dn\u00fdch pracovn\u00edkov. T\u00edto nov\u00ed zamestnanci bud\u00fa pri kari\u00e9rnej vo\u013ebe viac \u201eoportunistick\u00ed\u201c. Na koncept lojality vo\u010di spolo\u010dnosti sa bude kl\u00e1s\u0165 omnoho men\u0161\u00ed d\u00f4raz, pri\u010dom bud\u00fa ma\u0165 tendenciu meni\u0165 pr\u00e1cu dvakr\u00e1t \u010dastej\u0161ie<\/a> (priemerne 22-kr\u00e1t v porovnan\u00ed so 11,7-kr\u00e1t pri predo\u0161l\u00fdch gener\u00e1ci\u00e1ch).<\/p>\n\n\n\n

Pracovn\u00e9 podmienky bud\u00fa rovnako d\u00f4le\u017eit\u00e9 ako mzda \u010di popis samotnej pr\u00e1ce. Spolo\u010dnosti bud\u00fa preto n\u00faten\u00e9 prisp\u00f4sobi\u0165 sa tomuto stavu, ak bud\u00fa chcie\u0165 pril\u00e1ka\u0165 tie najlep\u0161ie talenty, ktor\u00e9 si za rovnak\u00fa mzdu vyber\u00fa pr\u00e1cu, kde sa im pon\u00faka najv\u00e4\u010d\u0161iu vo\u013enos\u0165 a auton\u00f3mia.<\/p>\n\n\n\n

Potreba auton\u00f3mie<\/h3>\n\n\n\n

Okrem pr\u00ed\u0165a\u017elivosti, ktor\u00fa tieto nov\u00e9 sp\u00f4soby pr\u00e1ce prin\u00e1\u0161aj\u00fa spolo\u010dnosti, predstavuj\u00fa aj probl\u00e9my z h\u013eadiska produktivity. Zamestnanec s pocitom z dobr\u00fdch pracovn\u00fdch podmienok bude ma\u0165 omnoho vy\u0161\u0161iu motiv\u00e1ciu a ka\u017edodenn\u00fa produktivitu. Priemern\u00fd zamestnanec si \u017eel\u00e1 v\u00e4\u010d\u0161iu slobodu a nez\u00e1vislos\u0165. Neflexibiln\u00fdm harmonogramom a hierarchi\u00e1m smeruj\u00facim zhora nadol u\u017e \u2013 zd\u00e1 sa \u2013 odzvonilo. Bud\u00facnos\u0165 pr\u00e1ce teraz tkvie v agilnosti a spolupr\u00e1ci.<\/p>\n\n\n\n

Nov\u00e9 po\u017eiadavky odzrkad\u013euj\u00fa t\u00fa\u017ebu by\u0165 posudzovan\u00fdm na z\u00e1klade v\u00fdsledku a konkr\u00e9tnych krit\u00e9ri\u00ed, nie na z\u00e1klade \u00fa\u010dasti, punti\u010dk\u00e1rstva alebo pocitu s\u00fadr\u017enosti s podnikom. T\u00e1to sloboda ide ruka v ruke s v\u00e4\u010d\u0161ou zodpovednos\u0165ou a dosahovan\u00edm stanoven\u00fdch cie\u013eov. V nasledovn\u00fdch rokoch sa bude aj na\u010falej budova\u0165 nov\u00fd vz\u0165ah, ktor\u00fd je zalo\u017een\u00fd viac na d\u00f4vere ne\u017e kontrole.<\/p>\n\n\n\n

Kvalita \u017eivota v pr\u00e1ci<\/h3>\n\n\n\n

Mobiln\u00e1 pr\u00e1ca do ur\u010ditej miery mnoh\u00fdmi sp\u00f4sobmi zamestnancom zjednodu\u0161\u00ed \u017eivot. Poskytne im v\u00e4\u010d\u0161iu flexibilitu pri pl\u00e1novan\u00ed svojho \u010dasu, ktor\u00fd si prisp\u00f4sobia na z\u00e1klade osobn\u00fdch okolnost\u00ed.<\/p>\n\n\n\n

Pokra\u010dovanie v pr\u00e1ci na dia\u013eku zjednodu\u0161\u00ed \u017eivot zamestnancom, oslobod\u00ed ich od obmedzen\u00ed spojen\u00fdch s cestovan\u00edm, \u010dasom v z\u00e1pchach a \u010dasu, ktor\u00fd by stratili v \u0161pi\u010dke. Okrem toho im to pom\u00f4\u017ee aj pri lep\u0161ej organiz\u00e1cii, napr\u00edklad, starostlivosti o deti.<\/p>\n\n\n\n

Zamestnanci navy\u0161e ve\u013emi pozit\u00edvne vn\u00edmaj\u00fa, \u017ee m\u00f4\u017eu by\u0165 v pr\u00e1ci 2 alebo 3 namiesto predo\u0161l\u00fdch 5. Radi sa stret\u00e1vaj\u00fa s kolegami, nesna\u017eia sa izolova\u0165. Povinnos\u0165 chodenia do pr\u00e1ce 5 dn\u00ed v t\u00fd\u017edni sa na druhej strane m\u00f4\u017ee zda\u0165 ako repetit\u00edvne a monot\u00f3nne bremeno. V bud\u00facnosti bude mo\u017enos\u0165 altern\u00e1cie medzi pr\u00e1cou fyzicky v kancel\u00e1rii a pr\u00e1cou na dia\u013eku zohr\u00e1va\u0165 v\u00fdrazn\u00fa \u00falohu pri rovnov\u00e1he mnoh\u00fdch \u00farovn\u00ed kvality \u017eivota v spolo\u010dnostiach.<\/p>\n\n\n\n

Rizik\u00e1 spojen\u00e9 s nov\u00fdmi sp\u00f4sobmi pr\u00e1ce<\/h2>\n\n\n\n

Aj ke\u010f nov\u00e9 pracovn\u00e9 sp\u00f4soby predstavuj\u00fa v\u00fdhody pre zamestnancov aj podniky, nie s\u00fa bezrizikov\u00e9 a ich implement\u00e1cia mus\u00ed prebieha\u0165 koordinovane.<\/p>\n\n\n\n

Ide paradoxne o v\u0161adepr\u00edtomn\u00fa pr\u00e1cu?<\/h3>\n\n\n\n

Hlavn\u00fdm rizikom bude ru\u0161enie hran\u00edc medzi osobn\u00fdm a profesion\u00e1lnym \u017eivotom, ktor\u00e9 sa m\u00f4\u017eu za\u010da\u0165 prekr\u00fdva\u0165. Aj ke\u010f je o tieto nov\u00e9 sp\u00f4soby pr\u00e1ce ve\u013ek\u00fd z\u00e1ujem, zamestnanci m\u00f4\u017eu ma\u0165 v\u00e4\u010d\u0161iu \u010di men\u0161iu tendenciu \u201espadn\u00fa\u0165\u201c do tohto pracovn\u00e9ho vzorca, v d\u00f4sledku \u010doho sa od pr\u00e1ce nikdy nebud\u00fa vedie\u0165 skuto\u010dne odosobni\u0165.<\/p>\n\n\n\n

Nedostatok rovnov\u00e1hy medzi pr\u00e1cou a \u017eivotom tr\u00e1pi zamestnancov spolo\u010dnost\u00ed, ktor\u00e9 v bud\u00facnosti pl\u00e1nuj\u00fa prejs\u0165 na pr\u00e1cu na dia\u013eku. Maj\u00fa obavy, \u017ee sa im pred\u013a\u017ei pracovn\u00fd \u010das. Rovnako sa tie\u017e objavia probl\u00e9my s izol\u00e1ciou a stratou kontaktu s vonkaj\u0161\u00edm svetom, \u010do m\u00f4\u017ee ovplyvni\u0165 ich v\u00fdkonnos\u0165.<\/p>\n\n\n\n

Hrozba pre firemn\u00fa kult\u00faru?<\/h3>\n\n\n\n

Medzi nez\u00e1vislos\u0165ou a individualizmom existuje tenk\u00e1 \u010diara. Tieto nov\u00e9 pracovn\u00e9 sp\u00f4soby m\u00f4\u017eu pre t\u00edmov\u00fa koh\u00e9ziu predstavova\u0165 riziko. Samotn\u00ed zamestnanci si dobre uvedomuj\u00fa riziko straty neform\u00e1lnej interakcie.<\/p>\n\n\n\n

Mana\u017e\u00e9ri preto musia h\u013eada\u0165 e\u0161te n\u00e1paditej\u0161ie sp\u00f4soby pestovania zdie\u013eanej podnikovej kult\u00fary, a to prostredn\u00edctvom por\u00e1d, ktor\u00e9 bud\u00fa niekedy prebieha\u0165 uvo\u013enenej\u0161ie alebo z\u00e1bavnej\u0161ie (workshopy, semin\u00e1re, mimoriadne odborn\u00e9 podujatia at\u010f.).<\/p>\n\n\n\n

Jemn\u00e1 rovnov\u00e1ha?<\/h3>\n\n\n\n

Aj ke\u010f je pr\u00e1ca na dia\u013eku \u010doraz roz\u0161\u00edrenej\u0161ie, nemala by sa zav\u00e1dza\u0165 len preto, \u017ee je pr\u00e1ve v m\u00f3de. Mus\u00ed sa implementova\u0165 so zrete\u013eom na rie\u0161enie jedine\u010dn\u00e9ho probl\u00e9mu a \u0161pecifick\u00fdch podmienok v r\u00e1mci spolo\u010dnosti. Niektor\u00e9 odvetvia alebo typy profesi\u00ed sa na tento princ\u00edp hodia viac. Z\u00e1rove\u0148 bude potrebn\u00e9 zachova\u0165 rovnov\u00e1hu medzi pr\u00e1cou na dia\u013eku a pr\u00e1cou na pracovisku.<\/p>\n\n\n\n

Pr\u00e1ca na dia\u013eku sa preto nesmie sta\u0165 pravidlom, no mus\u00ed zosta\u0165 premennou, ktor\u00e1 do organiz\u00e1cie umo\u017en\u00ed zavedenie flexibility. Najd\u00f4le\u017eitej\u0161ie bude pestovanie firemnej kult\u00fary a koh\u00e9zie. V opa\u010dnom pr\u00edpade d\u00f4jde k ist\u00e9mu druhu rozpty\u013eovania \u010di dokonca a\u017e anarchie. Pravideln\u00e9 pracovn\u00e9 term\u00edny, priebe\u017en\u00e9 posudky a t\u00fd\u017edenn\u00ed \u010di denn\u00e9 porady bud\u00fa predstavova\u0165 efekt\u00edvne sp\u00f4soby na udr\u017eiavanie kontaktu a optimaliz\u00e1ciu t\u00edmov\u00e9ho v\u00fdkonu.<\/p>\n\n\n\n

V men\u0161ej miere m\u00f4\u017ee by\u0165 prek\u00e1\u017ekou udr\u017eate\u013enosti hybridn\u00fdch foriem pr\u00e1ce aj strata kontroly mana\u017e\u00e9rov nad svojimi zamestnancami alebo demotiv\u00e1cia zamestnancov. Tieto obavy, ktor\u00e9 s\u00fa u\u017e dlho pr\u00edtomn\u00e9 v kolekt\u00edvnej predstavivosti, v\u0161ak boli do zna\u010dnej miery rozpt\u00fdlen\u00e9 sk\u00fasenos\u0165ami. Zistilo sa, \u017ee \u00farovne efektivity s\u00fa v porovnan\u00ed s be\u017en\u00fdmi formami pr\u00e1ce \u010dasto vy\u0161\u0161ie (lep\u0161ia koncentr\u00e1cia, nez\u00e1vislos\u0165, \u010das u\u0161etren\u00fd cestovan\u00edm at\u010f.).<\/p>\n\n\n\n

Riadenie zmeny<\/h3>\n\n\n\n

Tieto zmeny a nov\u00e9 sp\u00f4soby pr\u00e1ce je potrebn\u00e9 zoh\u013eadni\u0165 v r\u00e1mci procesu zmeny riadenia so zameran\u00edm na spolupr\u00e1cu so zamestnancami. Musia by\u0165 v\u00fdsledkom predo\u0161lej komunik\u00e1cie, personalizovanej podpory a \u0161kolen\u00ed v oblasti r\u00f4znych technick\u00fdch prostriedkov, digit\u00e1lnych n\u00e1strojov a softv\u00e9ru pre mobiln\u00fa pr\u00e1cu, zdie\u013eanie dokumentov na dia\u013eku a kolaborat\u00edvnu pr\u00e1cu.<\/p>\n\n\n\n

Zis\u0165ujeme, \u017ee pracovn\u00e9 sp\u00f4soby bud\u00facnosti bud\u00fa viac zameran\u00e9 na \u013eud\u00ed, ne\u017e na pracovisko. Ideou je poskytn\u00fa\u0165 zamestnancom flexibiln\u00fd r\u00e1mec, v r\u00e1mci ktor\u00e9ho m\u00f4\u017eu prosperova\u0165 a pracova\u0165 inteligentn\u00fdm a ne\u0161tandardn\u00fdm sp\u00f4sobom. D\u00f4vera a flexibilita bud\u00fa k\u013e\u00fa\u010dov\u00fdmi prvkami tejto novej kult\u00fary. Mo\u017eno ju zhrn\u00fa\u0165 pod pojmom \u201einteligentn\u00e1 pr\u00e1ca\u201c, kde bud\u00fa postupy prisp\u00f4sobivej\u0161ie a agilnej\u0161ie.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Aj ke\u010f nov\u00e9 pracovn\u00e9 postupy v poslednom \u010dase za\u017e\u00edvaj\u00fa prudk\u00fd rozmach a s\u00fa len pokra\u010dovan\u00edm dlh\u00e9ho procesu reflexie spolo\u010dnost\u00ed. Dlho h\u013eadaj\u00fa najlep\u0161\u00ed sp\u00f4sob sk\u013abenia flexibility a produktivity prostredn\u00edctvom vyv\u00e1\u017eenia o\u010dak\u00e1van\u00ed a sn\u00e1h zamestnancov s tlakom na realiz\u00e1ciu.<\/p>\n","protected":false},"author":1,"featured_media":1297,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"slim_seo":{"title":"Nov\u00e9 pracovn\u00e9 postupy: ak\u00e1 bud\u00facnos\u0165 \u010dak\u00e1 podniky?","description":"Nov\u00e9 sp\u00f4soby pr\u00e1ce \u2013 pr\u00e1ca na dia\u013eku, flexibiln\u00e9 pracovisko, coworking... Z\u00edskajte inform\u00e1cie o pracovisku bud\u00facnosti a vyv\u00e1\u017ete flexibilitu s produktivitou."},"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[393,399],"tags":[],"class_list":["post-1302","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tipy-a-navody","category-trendy"],"jetpack_featured_media_url":"https:\/\/www.manutan.sk\/magazin\/wp-content\/uploads\/2021\/08\/startup-3267505_1920-1024x683-1.jpg","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=\/wp\/v2\/posts\/1302","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1302"}],"version-history":[{"count":2,"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=\/wp\/v2\/posts\/1302\/revisions"}],"predecessor-version":[{"id":4134,"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=\/wp\/v2\/posts\/1302\/revisions\/4134"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=\/wp\/v2\/media\/1297"}],"wp:attachment":[{"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1302"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1302"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.manutan.sk\/magazin\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1302"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}