{"id":223,"date":"2025-10-20T13:24:13","date_gmt":"2025-10-20T13:24:13","guid":{"rendered":"https:\/\/blog.pilapk.com\/the-soft-skills-revolution\/223\/"},"modified":"2026-04-19T14:13:20","modified_gmt":"2026-04-19T14:13:20","slug":"revoluce-mekkych-dovednosti","status":"publish","type":"post","link":"https:\/\/blog.pilapk.com\/cs\/the-soft-skills-revolution\/223\/","title":{"rendered":"Revoluce m\u011bkk\u00fdch dovednost\u00ed"},"content":{"rendered":"

Revoluce m\u011bkk\u00fdch dovednost\u00ed<\/h1>\n

V dne\u0161n\u00edm rychle se vyv\u00edjej\u00edc\u00edm pracovn\u00edm prost\u0159ed\u00ed ji\u017e samotn\u00e9 technick\u00e9 znalosti nesta\u010d\u00ed k z\u00e1ruce kari\u00e9rn\u00edho \u00fasp\u011bchu. Zam\u011bstnavatel\u00e9 st\u00e1le v\u00edce up\u0159ednost\u0148uj\u00ed kandid\u00e1ty, kte\u0159\u00ed maj\u00ed vedle technick\u00e9 kvalifikace i siln\u00e9 m\u011bkk\u00e9 dovednosti. Tento posun p\u0159edstavuje doslova revoluci v tom, jak firmy hodnot\u00ed talenty a buduj\u00ed sv\u00e9 t\u00fdmy.<\/p>\n

D\u016fraz na m\u011bkk\u00e9 dovednosti p\u0159ich\u00e1z\u00ed v dob\u011b, kdy si organizace uv\u011bdomuj\u00ed, \u017ee zat\u00edmco technick\u00e9 dovednosti se daj\u00ed nau\u010dit relativn\u011b rychle, mezilidsk\u00e9 dovednosti a emo\u010dn\u00ed inteligence se rozv\u00edjej\u00ed h\u016f\u0159e, ale jsou kl\u00ed\u010dov\u00e9 pro harmonii a produktivitu na pracovi\u0161ti. Podle pr\u016fzkumu LinkedInu 921 000 personalist\u016f uv\u00e1d\u00ed, \u017ee m\u011bkk\u00e9 dovednosti jsou p\u0159i hodnocen\u00ed kandid\u00e1t\u016f stejn\u011b d\u016fle\u017eit\u00e9 nebo i v\u00edce ne\u017e tvrd\u00e9 dovednosti.<\/p>\n

Pro\u010d jsou m\u011bkk\u00e9 dovednosti d\u016fle\u017eit\u011bj\u0161\u00ed ne\u017e kdy jindy<\/h2>\n

Vzestup automatizace a um\u011bl\u00e9 inteligence paradoxn\u011b zv\u00fd\u0161il hodnotu lidsk\u00fdch dovednost\u00ed. Vzhledem k tomu, \u017ee stroje p\u0159eb\u00edraj\u00ed rutinn\u00ed \u00fakoly, jedine\u010dn\u011b lidsk\u00e9 schopnosti, jako je kreativita, empatie a p\u0159izp\u016fsobivost, se staly pr\u00e9miov\u00fdmi aktivy na pracovi\u0161ti, kter\u00e9 technologie nedok\u00e1\u017ee snadno replikovat.<\/p>\n

V\u00fdzkum Sv\u011btov\u00e9ho ekonomick\u00e9ho f\u00f3ra nazna\u010duje, \u017ee do roku 2025 budou mezi nej\u017e\u00e1dan\u011bj\u0161\u00ed dovednosti v r\u016fzn\u00fdch odv\u011btv\u00edch pat\u0159it \u0159e\u0161en\u00ed komplexn\u00edch probl\u00e9m\u016f, kritick\u00e9 my\u0161len\u00ed a kreativita. To p\u0159edstavuje v\u00fdznamn\u00fd posun oproti p\u0159ev\u00e1\u017en\u011b technick\u00fdm dovednostem, kter\u00e9 v p\u0159edchoz\u00edch desetilet\u00edch dominovaly krit\u00e9ri\u00edm pro n\u00e1bor zam\u011bstnanc\u016f.<\/p>\n

Finan\u010dn\u00ed dopad m\u011bkk\u00fdch dovednost\u00ed<\/h2>\n

Organizace se silnou kulturou m\u011bkk\u00fdch dovednost\u00ed trvale finan\u010dn\u011b p\u0159ekon\u00e1vaj\u00ed sv\u00e9 konkurenty. Studie Harvard Business School zjistila, \u017ee spole\u010dnosti kladouc\u00ed d\u016fraz na \u0161kolen\u00ed m\u011bkk\u00fdch dovednost\u00ed zaznamenaly n\u00e1vratnost investic 250% d\u00edky zv\u00fd\u0161en\u00e9 produktivit\u011b a udr\u017een\u00ed zam\u011bstnanc\u016f.<\/p>\n

Tyto finan\u010dn\u00ed v\u00fdhody sahaj\u00ed nad r\u00e1mec organiza\u010dn\u00ed v\u00fdkonnosti i do individu\u00e1ln\u00edho v\u00fdd\u011ble\u010dn\u00e9ho potenci\u00e1lu. Odborn\u00edci s v\u00fdjime\u010dn\u00fdmi komunika\u010dn\u00edmi dovednostmi vyd\u011bl\u00e1vaj\u00ed v pr\u016fm\u011bru o 20% v\u00edce ne\u017e jejich stejn\u011b technicky kvalifikovan\u00ed kolegov\u00e9, uv\u00e1d\u011bj\u00ed data N\u00e1rodn\u00ed asociace vysok\u00fdch \u0161kol a zam\u011bstnavatel\u016f.<\/p>\n

Komunikace: Z\u00e1kladn\u00ed dovednost<\/h2>\n

Efektivn\u00ed komunikace z\u016fst\u00e1v\u00e1 z\u00e1kladem profesn\u00edho \u00fasp\u011bchu prakticky v ka\u017ed\u00e9m odv\u011btv\u00ed a roli. Schopnost jasn\u011b formulovat my\u0161lenky, aktivn\u011b naslouchat a p\u0159izp\u016fsobovat sd\u011blen\u00ed r\u016fzn\u00fdm c\u00edlov\u00fdm skupin\u00e1m vytv\u00e1\u0159\u00ed v interakc\u00edch na pracovi\u0161ti nesm\u00edrnou hodnotu.<\/p>\n

\u0160patn\u00e1 komunikace naopak stoj\u00ed firmy odhadem 143,7 miliardy rupi\u00ed ro\u010dn\u011b v d\u016fsledku ztr\u00e1ty produktivity, nedorozum\u011bn\u00ed a konflikt\u016f na pracovi\u0161ti, kter\u00fdm by se dalo p\u0159edej\u00edt lep\u0161\u00edmi mezilidsk\u00fdmi komunika\u010dn\u00edmi dovednostmi.<\/p>\n

Emo\u010dn\u00ed inteligence ve veden\u00ed<\/h2>\n

Efektivita veden\u00ed se st\u00e1le \u010dast\u011bji m\u011b\u0159\u00ed emo\u010dn\u00ed inteligenc\u00ed sp\u00ed\u0161e ne\u017e pouze technickou odbornost\u00ed. Vedouc\u00ed pracovn\u00edci, kte\u0159\u00ed ch\u00e1pou a zvl\u00e1daj\u00ed jak sv\u00e9 vlastn\u00ed emoce, tak i emoce \u010dlen\u016f sv\u00e9ho t\u00fdmu, vytv\u00e1\u0159ej\u00ed psychologicky bezpe\u010dn\u00e9 prost\u0159ed\u00ed, kde se da\u0159\u00ed inovac\u00edm.<\/p>\n

Desetilet\u00e1 studie spole\u010dnosti TalentSmart zjistila, \u017ee emo\u010dn\u00ed inteligence je nejsiln\u011bj\u0161\u00edm prediktorem v\u00fdkonu, co\u017e vysv\u011btluje 58% \u00fasp\u011bchu nap\u0159\u00ed\u010d v\u0161emi typy pracovn\u00edch m\u00edst. Tato korelace byla je\u0161t\u011b siln\u011bj\u0161\u00ed u osob ve vedouc\u00edch pozic\u00edch, kde EQ p\u0159eva\u017eovalo nad IQ p\u0159i predikci efektivity.<\/p>\n

Adaptabilita: Prosperita uprost\u0159ed nejistoty<\/h2>\n

V dob\u011b neust\u00e1l\u00fdch zm\u011bn se p\u0159izp\u016fsobivost uk\u00e1zala jako pravd\u011bpodobn\u011b nejcenn\u011bj\u0161\u00ed m\u011bkk\u00e1 dovednost ze v\u0161ech. Schopnost rychle se p\u0159izp\u016fsobit, p\u0159ijmout zm\u011bny a z\u016fstat produktivn\u00ed b\u011bhem p\u0159echod\u016f odli\u0161uje \u00fasp\u011b\u0161n\u00e9 profesion\u00e1ly od t\u011bch, kte\u0159\u00ed se pot\u00fdkaj\u00ed s v\u00fdvojem na pracovi\u0161ti.<\/p>\n

Spole\u010dnosti jako Google a Amazon b\u011bhem n\u00e1borov\u00fdch proces\u016f explicitn\u011b sleduj\u00ed adaptabilitu zam\u011bstnanc\u016f a uv\u011bdomuj\u00ed si, \u017ee v rychle se m\u011bn\u00edc\u00edch odv\u011btv\u00edch je ochota u\u010dit se a vyv\u00edjet cenn\u011bj\u0161\u00ed ne\u017e statick\u00e9 znalosti, kter\u00e9 mohou rychle zastarat.<\/p>\n

Kritick\u00e9 my\u0161len\u00ed v informa\u010dn\u00edm v\u011bku<\/h2>\n

Informa\u010dn\u00ed ekonomika vy\u017eaduje pracovn\u00edky, kte\u0159\u00ed dok\u00e1\u017e\u00ed kriticky vyhodnocovat data, odd\u011blovat sign\u00e1l od \u0161umu a \u010dinit spr\u00e1vn\u00e1 rozhodnut\u00ed na z\u00e1klad\u011b ne\u00fapln\u00fdch informac\u00ed. Tyto analytick\u00e9 m\u011bkk\u00e9 dovednosti dopl\u0148uj\u00ed technick\u00e9 schopnosti a p\u0159edch\u00e1zej\u00ed n\u00e1kladn\u00fdm chyb\u00e1m v \u00fasudku.<\/p>\n

Podle studie Nadace pro kritick\u00e9 my\u0161len\u00ed organizace uv\u00e1d\u011bj\u00ed, \u017ee v pr\u016fm\u011bru vynakl\u00e1daj\u00ed 14 500 dolar\u016f na zam\u011bstnance na n\u00e1pravu probl\u00e9m\u016f pramen\u00edc\u00edch ze \u0161patn\u00fdch dovednost\u00ed kritick\u00e9ho my\u0161len\u00ed. D\u00edky tomu je \u0161kolen\u00ed kritick\u00e9ho my\u0161len\u00ed jednou z investic s nejvy\u0161\u0161\u00ed n\u00e1vratnost\u00ed investic do profesn\u00edho rozvoje.<\/p>\n

Spolupr\u00e1ce nap\u0159\u00ed\u010d hranicemi<\/h2>\n

Modern\u00ed pr\u00e1ce se st\u00e1le \u010dast\u011bji odehr\u00e1v\u00e1 v mezioborov\u00fdch t\u00fdmech, kter\u00e9 mohou nach\u00e1zet r\u016fzn\u00e1 odd\u011blen\u00ed, kultury a dokonce i kontinenty. Schopnost efektivn\u011b spolupracovat nap\u0159\u00ed\u010d t\u011bmito hranicemi se stala nezbytnou pro podporu inovac\u00ed a realizaci slo\u017eit\u00fdch projekt\u016f.<\/p>\n

V\u00fdzkum spole\u010dnosti McKinsey ukazuje, \u017ee spole\u010dnosti s r\u016fznorod\u00fdmi t\u00fdmy, kter\u00e9 efektivn\u011b spolupracuj\u00ed, dosahuj\u00ed v ziskovosti o 351 % vy\u0161\u0161\u00edch ne\u017e pr\u016fm\u011br v oboru. Tato v\u00fdhoda se v\u0161ak projev\u00ed pouze tehdy, kdy\u017e \u010dlenov\u00e9 t\u00fdmu disponuj\u00ed m\u011bkk\u00fdmi dovednostmi pot\u0159ebn\u00fdmi k produktivn\u00edmu zvl\u00e1d\u00e1n\u00ed rozd\u00edl\u016f.<\/p>\n

\u0158e\u0161en\u00ed probl\u00e9m\u016f nad r\u00e1mec technick\u00fdch \u0159e\u0161en\u00ed<\/h2>\n

Slo\u017eit\u00e9 organiza\u010dn\u00ed v\u00fdzvy z\u0159\u00eddkakdy maj\u00ed \u010dist\u011b technick\u00e1 \u0159e\u0161en\u00ed. Vy\u017eaduj\u00ed kreativn\u00ed p\u0159\u00edstupy k \u0159e\u0161en\u00ed probl\u00e9m\u016f, kter\u00e9 krom\u011b technick\u00fdch aspekt\u016f zohled\u0148uj\u00ed i lidsk\u00e9 faktory, organiza\u010dn\u00ed dynamiku a implementa\u010dn\u00ed v\u00fdzvy.<\/p>\n

Studie proveden\u00e1 spole\u010dnost\u00ed PwC mezi v\u00edce ne\u017e 1 000 mana\u017eery zjistila, \u017ee 771 respondent\u016f z TP3T se domn\u00edv\u00e1, \u017ee nejv\u011bt\u0161\u00ed hrozby pro r\u016fst podniku poch\u00e1zej\u00ed z probl\u00e9m\u016f, jejich\u017e \u0159e\u0161en\u00ed vy\u017eaduje m\u011bkk\u00e9 dovednosti \u2013 v\u010detn\u011b z\u00edsk\u00e1v\u00e1n\u00ed talent\u016f, organiza\u010dn\u00ed kultury a efektivn\u00edho \u0159\u00edzen\u00ed zm\u011bnov\u00fdch iniciativ.<\/p>\n

\u0158\u00edzen\u00ed \u010dasu v ekonomice pozornosti<\/h2>\n

S rostouc\u00edm informa\u010dn\u00edm zahlcen\u00edm se schopnost \u0159\u00eddit \u010das a pozornost stala kl\u00ed\u010dovou profesion\u00e1ln\u00ed v\u00fdhodou. Profesion\u00e1lov\u00e9, kte\u0159\u00ed dok\u00e1\u017e\u00ed efektivn\u011b stanovovat priority, vyh\u00fdbat se rozpt\u00fdlen\u00ed a udr\u017eovat si soust\u0159ed\u011bn\u00ed, vytv\u00e1\u0159ej\u00ed v\u00fdrazn\u011b v\u011bt\u0161\u00ed hodnotu ne\u017e ti, kte\u0159\u00ed neust\u00e1le reaguj\u00ed na nal\u00e9hav\u00e9, ale ned\u016fle\u017eit\u00e9 po\u017eadavky.<\/p>\n

V\u00fdzkum Kalifornsk\u00e9 univerzity zjistil, \u017ee po p\u0159eru\u0161en\u00ed trv\u00e1 v pr\u016fm\u011bru 23 minut, ne\u017e se \u010dlov\u011bk pln\u011b soust\u0159ed\u00ed. Profesion\u00e1lov\u00e9 se siln\u00fdmi dovednostmi v oblasti time managementu chr\u00e1n\u00ed svou produktivitu vytv\u00e1\u0159en\u00edm syst\u00e9m\u016f, kter\u00e9 minimalizuj\u00ed tyto n\u00e1kladn\u00e9 zm\u011bny kontextu.<\/p>\n

\u0158e\u0161en\u00ed konflikt\u016f jako strategick\u00e1 dovednost<\/h2>\n

Konflikty na pracovi\u0161ti jsou nevyhnuteln\u00e9, ale zp\u016fsob jejich \u0159e\u0161en\u00ed ur\u010duje, zda se stanou destruktivn\u00edmi, nebo produktivn\u00edmi. Kvalifikovan\u00e9 \u0159e\u0161en\u00ed konflikt\u016f transformuje potenci\u00e1ln\u00ed probl\u00e9my na p\u0159\u00edle\u017eitosti k r\u016fstu, inovac\u00edm a siln\u011bj\u0161\u00edm pracovn\u00edm vztah\u016fm.<\/p>\n

Organizace s efektivn\u00edmi procesy \u0159e\u0161en\u00ed konflikt\u016f hl\u00e1s\u00ed 50-80% sn\u00ed\u017een\u00ed n\u00e1klad\u016f na soudn\u00ed spory a v\u00fdznamn\u00e9 zlep\u0161en\u00ed v udr\u017een\u00ed zam\u011bstnanc\u016f ve srovn\u00e1n\u00ed s t\u011bmi, kde konflikty \u010dasto eskaluj\u00ed, uv\u00e1d\u011bj\u00ed studie Americk\u00e9 asociace managementu.<\/p>\n

V\u00fdhoda empatie<\/h2>\n

Snad \u017e\u00e1dn\u00e1 m\u011bkk\u00e1 dovednost nez\u00edskala v posledn\u00ed dob\u011b v\u00edce pozornosti ne\u017e empatie \u2013 schopnost porozum\u011bt a sd\u00edlet pocity druh\u00fdch. V rol\u00edch zam\u011b\u0159en\u00fdch na z\u00e1kazn\u00edky, ve zdravotnictv\u00ed, vzd\u011bl\u00e1v\u00e1n\u00ed a vedouc\u00edch pozic\u00edch vytv\u00e1\u0159\u00ed empatie zna\u010dn\u00e9 v\u00fdhody v efektivit\u011b a v\u00fdsledc\u00edch.<\/p>\n

V\u00fdzkum publikovan\u00fd v Harvard Business Review zjistil, \u017ee empatick\u00e9 spole\u010dnosti p\u0159ekon\u00e1vaj\u00ed m\u00e9n\u011b empatick\u00e9 konkurenty ve finan\u010dn\u00ed v\u00fdkonnosti o 20%. Tato v\u00fdhoda empatie se roz\u0161i\u0159uje i na loajalitu z\u00e1kazn\u00edk\u016f, p\u0159i\u010dem\u017e empatick\u00e9 zna\u010dky se t\u011b\u0161\u00ed 21% vy\u0161\u0161\u00ed m\u00ed\u0159e udr\u017een\u00ed z\u00e1kazn\u00edk\u016f.<\/p>\n

Jak si vytvo\u0159it portfolio m\u011bkk\u00fdch dovednost\u00ed<\/h2>\n

Na rozd\u00edl od technick\u00fdch dovednost\u00ed, kter\u00e9 se \u010dasto daj\u00ed osvojit prost\u0159ednictv\u00edm form\u00e1ln\u00edho vzd\u011bl\u00e1v\u00e1n\u00ed nebo \u0161kolic\u00edch program\u016f, vy\u017eaduje rozvoj m\u011bkk\u00fdch dovednost\u00ed c\u00edlenou praxi, zp\u011btnou vazbu a sebereflexi. Veden\u00ed \u201cden\u00edku m\u011bkk\u00fdch dovednost\u00ed\u201d pro sledov\u00e1n\u00ed interakc\u00ed a v\u00fdsledk\u016f m\u016f\u017ee urychlit zlep\u0161en\u00ed.<\/p>\n

Mnoho profesion\u00e1l\u016f zji\u0161\u0165uje, \u017ee spolupr\u00e1ce s kou\u010dem nebo mentorem poskytuje extern\u00ed perspektivu pot\u0159ebnou k identifikaci slab\u00fdch m\u00edst a v\u00fdvoji strategi\u00ed pro zlep\u0161en\u00ed. Organizace st\u00e1le \u010dast\u011bji nab\u00edzej\u00ed \u0161kolen\u00ed v oblasti m\u011bkk\u00fdch dovednost\u00ed, proto\u017ee si uv\u011bdomuj\u00ed konkuren\u010dn\u00ed v\u00fdhodu, kterou tyto schopnosti poskytuj\u00ed.<\/p>\n

M\u011b\u0159en\u00ed dopadu m\u011bkk\u00fdch dovednost\u00ed<\/h2>\n

A\u010dkoli historicky pova\u017eovan\u00e9 za \u201cnem\u011b\u0159iteln\u00e9\u201d, organizace vyv\u00edjej\u00ed st\u00e1le sofistikovan\u011bj\u0161\u00ed metody pro hodnocen\u00ed m\u011bkk\u00fdch dovednost\u00ed a jejich dopadu. 360stup\u0148ov\u00e1 zp\u011btn\u00e1 vazba, behavior\u00e1ln\u00ed rozhovory a simula\u010dn\u00ed cvi\u010den\u00ed poskytuj\u00ed cenn\u00e9 \u00fadaje o jejich zvl\u00e1dnut\u00ed.<\/p>\n

Nejvysp\u011blej\u0161\u00ed organizace vytv\u00e1\u0159ej\u00ed dashboardy, kter\u00e9 sleduj\u00ed zlep\u0161en\u00ed v efektivit\u011b komunikace, \u0159e\u0161en\u00ed konflikt\u016f a t\u00fdmov\u00e9 spolupr\u00e1ci spolu s tradi\u010dn\u00edmi metrikami v\u00fdkonu, \u010d\u00edm\u017e vytv\u00e1\u0159ej\u00ed ucelen\u011bj\u0161\u00ed pohled na profesion\u00e1ln\u00ed p\u0159\u00ednos.<\/p>\n

Budoucnost m\u011bkk\u00fdch dovednost\u00ed<\/h2>\n

S t\u00edm, jak um\u011bl\u00e1 inteligence nad\u00e1le transformuje pracovi\u0161t\u011b, se bude d\u016fraz na specificky lidsk\u00e9 schopnosti jen zvy\u0161ovat. M\u011bkk\u00e9 dovednosti, kter\u00e9 n\u00e1s odli\u0161uj\u00ed od stroj\u016f \u2013 kreativita, etick\u00fd \u00fasudek, mezilidsk\u00e9 vztahy \u2013 budou v nadch\u00e1zej\u00edc\u00edch desetilet\u00edch definovat kari\u00e9rn\u00ed \u00fasp\u011bch.<\/p>\n

Progresivn\u00ed vzd\u011bl\u00e1vac\u00ed instituce ji\u017e p\u0159epracov\u00e1vaj\u00ed u\u010debn\u00ed osnovy tak, aby kladly d\u016fraz na tyto dovednosti spolu s technick\u00fdmi znalostmi. Nej\u00fasp\u011b\u0161n\u011bj\u0161\u00edmi profesion\u00e1ly budou ti, kte\u0159\u00ed si tento posun v\u010das uv\u011bdom\u00ed a budou investovat do rozvoje sv\u00e9ho pln\u00e9ho lidsk\u00e9ho potenci\u00e1lu nad r\u00e1mec pouh\u00fdch technick\u00fdch znalost\u00ed.<\/p>","protected":false},"excerpt":{"rendered":"

The Soft Skills Revolution In today’s rapidly evolving workplace, technical expertise alone is no longer enough to guarantee career success. […]<\/p>\n","protected":false},"author":4,"featured_media":957,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[8],"tags":[],"class_list":["post-223","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-jobs"],"_links":{"self":[{"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/posts\/223","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/comments?post=223"}],"version-history":[{"count":1,"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/posts\/223\/revisions"}],"predecessor-version":[{"id":958,"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/posts\/223\/revisions\/958"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/media\/957"}],"wp:attachment":[{"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/media?parent=223"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/categories?post=223"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.pilapk.com\/cs\/wp-json\/wp\/v2\/tags?post=223"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}